Top managers discovering the Goal Tree frequently ask what input they must give and how “deep” they should commit themselves, where is the point of handover to lower ranking managers? In this article I remind some basics about the Goal Tree as well as the necessity for top management to define the Critical Success Factors. … Continue reading Goal Tree: Why must top management define the Critical Success Factors?
In problem solving or continuous improvement workshops a problem is usually defined as a gap between the actual situation and the desired situation, and thus a problem causes an unsatisfactory situation or an UnDesirable Effect (UDE). This definition, while true, is somewhat too vague to be useful when working on solving problems and continuous improvement. … Continue reading Redefining “problem” (with Goal in mind)
A Goal Tree is a logical structure linking the Goal of the organization to all subordinate Necessary Conditions (NCs) to achieve the Goal. The top most NCs are called Critical Success Factor (CSFs) in order to highlight their importance: they are the last things to achieve in order to achieve the Goal. These CSFs should … Continue reading Goal Tree Chronicles – Why You should NOT use a model
Critical Chain Project Management (CCPM) has proven its effectiveness to terminate projects on time and even quite often before estimated finish date. In development, engineering or Maintenance Repair & Overhaul (MRO), using CCPM can give a significant competitive advantage. It can outperform slower competitors, earn premium for faster achievement and/or allow multiplying projects within similar … Continue reading Critical Chain and Lean Engineering, a promising pair
Overall Equipment Effectiveness (OEE) is a well-known KPI in many industries for nearly forty years in western countries. It reflects overall performance in a single number, and is built upon or integrating three other metrics: Availability, Performance and Quality. Availability is the readiness of the machine / equipment to operate when required Performance is the … Continue reading Overall Equipment Effectiveness (OEE) is a Goal Tree
In an industrial environment improvement opportunities are literally infinite, especially if nothing has been done so far about improvement and maturity, about industrial best practices and considering methodologies like Lean, Theory of Constraints (ToC) or Six Sigma was nearly nonexistent. When starting to improve, it happens quite often: committed people get lost and lose focus. … Continue reading Continuous improvement: how easily focus is lost
For those following me on this blog or who went through some of the pages here know I am a big fan of Goal Trees. In this post, I explain how a Goal Tree can keep a project from failing. A Goal Tree is a Logical Thinking Process tool used to structure everything that is … Continue reading How Goal Tree Can Keep You from Failing Projects
In a previous post I described the utilisation of a Goal Tree to order ideas when working on a small project, a part of a project or an improvement plan. In another post I gave answer to the question "is it worth the time and energy invested?". In this post I share my own benchmarks … Continue reading Goal Tree Chronicles – from Goal to action plan in a couple of hours
Depending the methodology, building a Goal Tree requires some time and attention from top management. The one I am thinking of is typically a two to two and half day seminar (when led by an expert). Therefore the Chiefs often hesitate to invest this time as they are already overbooked and question the necessity of … Continue reading Goal Tree: is it worth it?
Most of the gemba walks are done with a large spectrum search for improvement, usually focusing on the 7 wastes known as “muda”. Some practitioners will look for variability (“mura”) and unreasonableness (“muri”) as well. Yet as improvement opportunities are always infinite and resources are not, this broad approach may divert precious resources on secondary … Continue reading Goal-focused gemba walks