Here's another real life example of a TOC Current Reality Tree that I produced it for an MBA assignment along with a mock memo (in word format) I wrote (as part of the assignment) that explains the tree.
If you study both side-by-side you'll see how they compliment each other when trying communicating the problem. It took me probably 3-4 hours, over 2-3 weeks, of subtle questioning within my team, to get the facts together and link the cause and effect. [IRS in the diagram = FLOP in the memo.]
[read the diagram from the bottom-up and follow your nose].
The root cause - the aggressive schedule - should be a lesson learned for future projects but the current constraint is (a) the lack of credability with the business which is preventing new work and (b) a knowledge bottleneck (all the knowledge is held in the designers head) that makes it very slow to produce any new work.
