Project Storyboards for the Theory of Constraints: Templates for Quickly Learning and Applying the...

Dr. Rod King

rodkuhnking@sbcglobal.net

WHY USE THE PROJECT STORYBOARD FOR“THE THEORY OF CONSTRAINTS”?

The Project Storyboard, a universal visual organizer, greatly simplifies the learning and application of the Theory of Constraint (ToC) especially its thinking processes

Using the visual templates or worksheets of the Project Storyboard, a person can more quickly take notes on and learn the Theory of Constraints

Using the visual templates or worksheets of the Project Storyboard, a person can more quickly applythe Theory of Constraints

The Project Storyboard facilitates a visual knowledge management approach to the Theory of Constraints. Ideas, knowledge, problems, solutions, strategies, and tactics can be visually managed using the Project Storyboard

The Project Storyboard facilitates Visual Object‐Oriented Thinking (VOOT) as well as knowledge sharing on projects and in meetings where the Theory of Constraint is used

Using the Project Storyboard, tools of the Theory of Constraints can more easily be matched and mixed with other tools of problem solving, creativity, and innovation such as Brainstorming, TRIZ, and Six Sigma

The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com

WHAT IS “THE THEORY OF CONSTRAINTS” ABOUT?Developed by Dr. Eli Goldratt, the Theory of Constraints (ToC) is a problem solving methodology that focuses on system’s improvement by eliminating constraints or bottlenecks in processes and elements

Classic books on the Theory of Constraints include Dr. Goldratt’s novels, The Goal and It’s Not Luck

An underlying assumption of the Theory of Constraints is that a system can be represented as a chain or network of chains

The Theory of Constraints assumes that the critical problem in a system is its weakest link

A key objective of a Theory of Constraints project is to continuously eliminate critical constraints while pursuing win‐win goals of the system

The Theory of Constraints is a collection of problem solving and critical thinking tools including the Thinking Process, Throughput Accounting, and Drum‐Buffer‐Rope

The Theory of Constraints is weak on techniques for creatively generating ideas: strategies (conditions; requirements) and tactics (prerequisites) as well as for project planning, management, and execution

BLANK PROJECT STORYBOARD

NUMBERED STORYBOARD1. 2. 3.

4. 0. 5.

6. 7. 8.

THEORY OF CONSTRAINTS‐STORYBOARD

Improvement Questions Improvement Tasks

STORYBOARDSFOR

THEORY OF CONSTRAINTS

Thinking Tools Categories of Legitimate Reservation

IMPROVEMENT QUESTIONS‐STORYBOARD

1. What to improve?‐ What is the critical policy/ physical constraint, weakest link, bottleneck, core problem, or root‐cause in the system?

• Use Current Reality Tree

2. What to improve to?‐ What to do with the critical constraint?

• Use Evaporating Cloud• Use Future Reality Tree

IMPROVEMENT QUESTIONS

3. How to cause the improvement?‐ How to implement the change (overcome the critical constraint)?• Use Prerequisite Tree• Use Transition Tree

(What is the current system?)‐ What are elements of thecurrent system?‐ What are undesirable effects?‐ What are desirable effects?

IMPROVEMENT TASKS‐STORYBOARD

1. Identify the system constraint (weakest link)

‐ What to improve?

2. Exploit resources and properties of the constraint

‐ What to improve to?

• Use Evaporating Cloud

3. Subordinate everything else to the constraint

4. Elevate (eliminate/break) the constraint

‐ How to cause the improvement?• Use Prerequisite Tree• Use Transition Tree

IMPROVEMENT TASKSFOR

5. Go back to step 1; beware of psychological inertia

(Critically review/validate assumptions of causes and their effect or parts and their whole)

THINKING TOOLS‐STORYBOARD

1. Current Clarity Tree (CRT) ‐ What is the current system?‐ What are (un)desirable effects?‐ What is the critical constraint, weakest link, core problem, or root‐cause?‐ What to improve?

2. Evaporating Cloud (EC)(Conflict Resolution Diagram)‐ What is the main goal or objective of the existing system?‐ What is the win‐win objective (non‐trade‐off/uncompromising/ideal/ bipolar goal)?‐What to improve to?

3. Future Reality Tree (FRT)‐ What is the future system?‐ What will be (un)desirable effects?‐ What will be the critical constraint, weakest link, core problem, or root‐cause?

4. Prerequisite Tree (PRT)‐ What are strategies (requirements/ conditions) and tactics (prerequisites) for overcoming obstacles to implementing project plan?

‐ How to cause improvement?

THINKING TOOLSFOR

5. Transition Tree (TT)‐ What is the project plan or roadmap for achieving the win‐win objective (non‐trade off/uncompromising/ideal/ bipolar goal)?

‐ How to improve?

CATEGORIES OF LEGITIMATE RESERVATION (CLR)‐STORYBOARD

Clarity Entity existence Causality existence

Cause sufficiency CATEGORIES OF LEGITIMATE RESERVATION

FORTHEORY OF CONSTRAINTS:

Checklist of criteria for the construction and logic of “trees”

Additional cause

Cause‐effect reversal Predicted effect existence Tautology

WHAT IS THE CURRENT SYSTEM‐STORYBOARD

Current Elements/Attributes Desirable Effects Undesirable Effects

Goals/Objectives/Targets WHAT IS THECURRENT SYSTEM?

Outputs/Results: Products/Services

Internal Problems/Conflicts/ Relationships

Constraints/Causes Environment/Resources

WHAT TO IMPROVE‐STORYBOARD

WHAT TO IMPROVE?

‐ What is the critical policy/ physical constraint, weakest link, bottleneck, core problem, or root‐cause in the system?

WHAT TO IMPROVE TO‐STORYBOARD

WHAT TO IMPROVE TO?

‐ What to do with the critical constraint?

HOW TO CAUSE THE IMPROVEMENT‐STORYBOARD

HOW TO CAUSE THE IMPROVEMENT?

‐ How to implement the improvement (overcome the critical constraint)?

• Use Prerequisite Tree• Use Transition Tree

CURRENT REALITY TREE (CRT)‐STORYBOARDCurrent Elements/Attributes of System

Desirable Effects Undesirable Effects

Goals/Objectives/Targets CURRENT REALITY TREE(CRT)

‐ What to improve?

Outputs/Results: Products/Services

Internal Problems/Conflicts/ Relationships

Constraints/Causes Environment/Resources

EVAPORATING CLOUD (EC)‐STORYBOARDREQUIREMENT(STRATEGY/RESOURCE)

PREREQUISITE(TACTIC/RESOURCE)

Effects(Desirable/Undesirable)

EVAPORATING CLOUD(EC)

(CONFLICT RESOLUTION DIAGRAM)

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐WIN‐WIN OBJECTIVE/GOAL:

CONTRADICTORY REQUIREMENT(STRATEGY/RESOURCE)

CONTRADICTORY PREREQUISITE(TACTIC/RESOURCE)

Effects(Desirable/Undesirable)

FUTURE REALITY TREE (FRT)‐STORYBOARDFuture Elements/Attributes of System

Future Desired Effects Future Undesired Effects

Win‐Win Goals/Objectives/ Targets

FUTURE REALITY TREE(FRT)

Future Outputs/Results: Products/Services

Potential Internal Problems/ Conflicts/Relationships

Potential Constraints/Causes Environment/Resources

PREREQUISITE TREE (PRT)‐STORYBOARDStrategies(Requirements/Conditions)

Tactics(Prerequisites)

PREREQUISITE TREE(PRT)

‐ How to cause improvement?‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐Critical Constraint/Obstacle:

Win‐Win Goal/Objective:

Activities/Actions/Tasks(Injections)

TRANSITION TREE (TT)‐STORYBOARDStrategies Tactics

TRANSITION TREE(TT)

How to improve?‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Win‐Win Goal/Objective:

Activities/Actions/Tasks Program/Activity Chart

PLAN STORYBOARD

Vision/(Dream) Outcome Goals Objectives

Targets & Success Criteria

PLAN(WORK/HOME/SCHOOL/ OUTDOOR PROJECT):

Resources

Strategies (Map/Scorecard) Activities (Program Chart) Tasks/Actions (Calendar)

THE BASIC CONCEPT OF THE PROJECT STORYBOARD:a family of boxes (fractal box: box of boxes)

EVERY PROJECT STORYBOARD VISUALLY SHOWS A SYSTEM TOGETHER WITH ITS RELATED ITEMS, PARTS/SUB‐SYSTEMS, OR SUPER‐SYSTEMS

DESCRIPTIONOF

SYSTEM

Part/Element/Sub‐system 1

ADVANCED PROJECT STORYBOARDING:See example at http://search.galaxyit.com

HOW TO MASTER USE OF THE PROJECT STORYBOARD1. Go through, in presentation mode, the entire set of slides to get a “big picture” view of the Project Storyboard

tool. Present a free talk or seminar on The Project Storyboard for GRTD.

2. Go through, in two‐pane viewing mode, each slide and read the accompanying notes. Do selected exercises.

3. Print, store (in a Life Storyboard Folder), and regularly use ‐ for each Project ‐ the set of 8 templates for the following main sections of the Life Storyboard:

HomeSchoolWorkOutdoorsArchive/Garage

4. Print and daily use the Blank Storyboard for recording and organizing information for any task or topic. Put each Project Storyboard under the appropriate section in the Life Storyboard File.

5. Join the following groups to rapidly increase mastery of the Project Storyboard tool as well as regularly share with the public your Project Storyboards:

LinkedIn: http://www.linkedin.com/groups?gid=707447Ning: http://projectstoryboard.ning.com/Scribd: http://www.scribd.com/share/upload/3123283/251abqmo6jwc097obznw

TARGETED USERS OF THE PROJECT STORYBOARDKnowledge Workers

CEOs, Managers, and Supervisors as well as Entrepreneurs

Trainers and Life Coaches

Students

Practitioners and Users ofTo‐do Lists, Tasks, Scheduling, and CalendaringProject Planning, Management, and ExecutionStrategic Business Planning and Management including the Balanced Scorecard and Strategy MapsTime ManagementIntuitive and Systematic Decision‐makingGetting Things Done (GTD)Mind MappingSix SigmaBusiness Process ManagementTotal Quality ManagementTheory of Inventive Problem Solving (“TRIZ”)Theory of ConstraintsVisual Thinking and Problem SolvingInnovation and Product DevelopmentVisualization

10 POTENTIAL BENEFITS OF HAVING EVERYONE IN AN ORGANIZATION OBTAIN AND USE A NOTEPAD AND LIFE FOLDER OF PROJECT STORYBOARDS

1. Transparency and accountability become more natural and pervasive throughout the organization

2. Physical and mental clutter are virtually eliminated: in the office as well as online3. Nearly all tasks and projects get done right4. Nearly all tasks and projects get done on time5. Teamwork, productivity, and better decision‐making flourish in the organization6. Creativity and self expression flourish in the organization7. Creative problem solving is dramatically improved8. Innovation flourishes in the organization9. Everyone is empowered and speaks the language of the Project Storyboard10. The organization becomes more profitable as well as “happier”

ABOUT DR. ROD KINGInventor of the Concept and Theory of the Fractal Notecard, which is the Basis for the Project Storyboard

Chief Evangelist for the Project Storyboard Tool , 1‐Page Life Management, and “Getting the Right Tasks Done (GRTD)”

World‐class Expertise in:Visual Brainstorming and Problem SolvingVisual Ideas ManagementVisual Project Planning, Management, and ExecutionPersonal Productivity Planning, Management, and ExecutionTechniques for Enhancing Creativity, Problem Solving, Innovation, and Supersmart Learning“Getting the Right Tasks Done (GRTD)”

Multi‐disciplinary Academic Background:B.Eng. (Hons) in Civil EngineeringMaster of Infrastructure PlanningPh.D. in Regional Development Planning.Postgraduate Certificate in Advanced Academic Studies

Dr. Rod King has written two books on the theory and applications of the Project Storyboard tool:“The 3 Faces of Infinite Genius: How to be a Supersmart Learner and Problem Solver”“2‐Page Customer Problem Solving: How to Use the Project Storyboard to Simply Satisfy and Delight Customers”

Inventor and publisher of several conjuring tricks

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