Theory of constraints
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The Theory of Constraints is a management philosophy focused on identifying and improving the bottleneck that limits a system's throughput. It involves recognizing signs of bottlenecks, such as work piling up or idle time, and applying strategies to exploit and manage these constraints to enhance overall productivity. The methodology includes five steps: identify, exploit, subordinate, elevate the constraint, and repeat the process.
Theory of constraints
- 1. @theNeomatrix369 Theory of constraints An improvement methodology
- 2. @theNeomatrix369 What is it? ...is a management philosophy that is based around the idea that the throughput of all systems is limited by at least one constraint: a bottleneck that slows production.
- 3. @theNeomatrix369 ...another definition ...is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck.
- 4. @theNeomatrix369 Presence of bottlenecks ...slows production… ...slows the whole system...
- 5. @theNeomatrix369 ...throughput is instant and infinite... Absence of bottlenecks
- 6. @theNeomatrix369 Discovering bottlenecks - work piling up - new work cannot be taken on due to WIP limit - idle time - nothing to do - waiting on work - slowness in production / releases
- 7. @theNeomatrix369 Fixing bottlenecks - the traditional way
- 8. @theNeomatrix369 Fixing bottlenecks - Adding more people - Adding more machines - More training - Better tools - Better technologies - Increase capacity at bottlenecks
- 9. @theNeomatrix369 Fixing bottlenecks - the lean way
- 10. @theNeomatrix369 Exploiting bottlenecks - Bottleneck resource always have work to do - Build in quality to minimize the workload ?? - Remove or at least limit interruptions - Remove impediments that hinder them in their work or leave them waiting - The bottleneck resource’s always work on the most important tasks - Let them work at a steady pace by evening out the arrival rate of work
- 12. @theNeomatrix369 The Five Focusing Steps - E. M. Goldratt in The Goal - Identify the constraint of the system - Exploit the constraint to get most out of it - Subordinate other work to support the exploitation - Elevate the constraint - share workload - Rinse and repeat
- 13. @theNeomatrix369 Resource Tame the Flow: Hyper-Productive Knowledge-Work Management by Steve Tendon and Wolfram Muller (Leanpub, 2013, https://leanpub.com/tame-the-flow)
- 14. @theNeomatrix369
- 15. @theNeomatrix369