Leadership & Change Tools LO18135

Tue, 19 May 1998 22:37:00 -0700

Replying to LO17289 --

Winfried Dressler writes:
> With this hint I wish to connect a question/request: Does anyone know some
> good resources about TOC, or can share experience applying it?

Here's an announcement I received recently. You probably won't be able to
attend the presentation, but you might get something from the text.


> To: irus-all: ;
> Subject: May 29 So. CA SPIN
> Date: Tue, 19 May 1998 11:45:36 -0700
> From: IRUS - Irvine Research Unit in Software <irus@liege.ics.uci.edu>

> The University of California at Irvine's
> Irvine Research Unit in Software (IRUS)
> is proud to sponsor the

> Southern California SPIN - http://www.ics.uci.edu/IRUS/

> A Systematic Approach to Continuous Process Improvement:
> An Introduction to the Theory of Constraints Thinking Processes
> ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^

> Featured Speaker: David T. Novick, Information, Space and Defense Systems,
> The Boeing Company, david.t.novick@boeing.com

> * Friday, May 29, 1998 *
> 9:00 a.m. - 12:00 noon
> McDonnell Douglas Auditorium
> University of California, Irvine

> No reservations required.

> Directions and UCI maps are avilable on the web at:

> http://www.ics.uci.edu/IRUS/parking_and_directions.html

> There is a $15.00 charge for non-sponsors, checks made payable to UC Regents.
> This charge is waived for students and the unemployed.

> Coordinator: George Huling, Disciplined Software Consulting,
> g.huling@ieee.org, www.laacn.org/firms/dsc/

> Presentation Abstract:
> The Theory of Constraints, Constraints Management, Critical Chain, and
> Throughput Accounting are related issues. They have been around long
> enough that those in business management are sure to have some familiarity,
> even if only name recognition. On the other hand, the most important of
> the implementing processes, the Thinking Processes, are little discussed
> and even less well known. While Goldratt mentions one or another of the
> five processes in his latter books, there is nothing in print available
> from the Goldratt Institute. If one wishes to learn how to work the Thinking
> Processes, they must be trained at the Goldratt Institute; with one
> exception, a text written by H. William Dettmer and published by ASQC Press
> titled "Goldratt's Theory of Constraints; A Systems Approach to Continuous
> Improvement."

> As a student and personal friend of Dettmer, I have advocated his book as
> one of the best written texts in process improvement. He has reduced and
> simplified Goldratt's methodology to something everyone can understand and
> apply. This Socratic cause/effect methodology is a powerful and compelling
> approach to problem solving in any area where some type of constraint is
> controlling reality. Starting with a Current Reality Tree (CRT) to
> determine the several root causes and prevalent core problem constraining
> the system, one gains knowledge of what needs to be changed. Using the
> Conflict Resolution Diagram (CRD or Evaporating Cloud) to unearth
> underlying assumptions leading to conflict, solutions and alternatives
> may be discovered and developed into a Future Reality Tree (FRT). This
> resolves the issue of what to change to. Finally, the question of how to
> implement the change is handled by the processes of constructing a
> Prerequisite Tree (PRT) and a Transition Tree (TT). In this presentation
> we describe each of the five elements and the Categories of Legitimate
> Reservation, those test elements which look into the logic of the cause/
> effect relationships.

> Biography: By education, Dr. Novick is a Materials Scientist with degrees
> from the University of Arizona, MIT and Columbia. By vocation he is a
> technical manager with an MBA from Fordham and 40 years experience
> performing and managing fundamental and applied R&D, operations, sales
> and marketing. By preference he is a problem solver and facilitator of
> continuous process improvement; a profession he now pursues as a technical
> advisor on process improvement for The Boeing Company.



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