Page 102 - The Handbook for Quality Management a Complete Guide to Operational Excellence

88 I n t e g r a t e d P l a n n i n g S t r a t e g i c P l a n n i n g 89

122 We miss delivery-due
dates. [undesirable effect]

MAG (additive effect)

119 We can’t 121
produce the Production 120 We run out of
required orders in stops. material.
the time we have [undesirable [undesirable
available. effect] effect]

114 Actual 116 The
production lead time regular
is longer than supplier has a
required to deliver long delivery 117 We react 118 We often run
on time. lead time. by placing dangerously low
additional on materials.
orders.

108 Our 109 Large process and 110 We often build
production transfer batches create what is not needed 112 We 113 The
process is significant “wait” time in the immediately in the plan on the regular
heavily loaded manufacturing process. interest of improved supplier supplier often
with the four efficiency. delivering on misses
contracts we time. delivery-due
have. dates
104 We process and (sometimes by
transfer production a lot!).
(“ ...than...”) work in large batches.

107 The
100 Large 101 We strive for regular supplier
(“ If...”) batches (process (“ ...and...”) efficient use of is unreliable.
and transfer) are each resource.
more efficient (Root cause)
(fewer set-ups). (Root cause)
Figure 5.3 Current Reality Tree—manufacturing example (adapted from
Schragenheim and Dettmer, 2000).

Four of these trees—the Current Reality Tree, Future Reality Tree,
Negative Branch and Transition Tree are cause-and-effect trees. They’re
read using “If … then ….” The Evaporating Cloud and Prerequisite Tree
are referred to as “nec essary condition” trees. They’re read a little differ-
ently, using “In order to have … we must ….”
These tools are specifically designed to help answer the three major
ques tions inherent in the first three of the five focusing steps:

• What to change?
• What to change to?
• How to cause the change?

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