| Theory of Constraints (TOC) Strengthening Your "Weakest Link" | ||||
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| Understanding the Theory You've likely heard the adage, "A chain is only as strong as its weakest link," and this is what the Theory of Constraints explores. It was created by Dr. Eli Goldratt and was published in his 1984 book "The Goal According to Goldratt, organizational performance is dictated by constraints. These constraints create bottlenecks, and they prevent the organization from achieving its full potential. Constraints can involve people, supplies, information, equipment, or even policies; and they can be internal or external to an organization. The theory says that every system, no matter how well it performs, has at least one constraint that limits its performance - this is the system's "weakest link." The theory also says that a system can have only one constraint at a time, and that other areas of weakness are "non-constraints" until they become the weakest link. You use the theory by identifying your constraint, and by changing the way that you work so that you can overcome it. The theory was originally used successfully in manufacturing, but you can use it in a variety of situations. It's most useful with important or frequently-used processes within your organization.
Applying the Theory Let's look at a step-by-step process for using the theory: Step 1: Identify the Constraint The first step is to identify your weakest link - this is the factor that's holding you back the most. Start by looking at the processes that you use regularly. Are you working as efficiently as you could be, or are there bottlenecks Here, it can help to use tools like Flow Charts Remember that constraints may not just be physical. They can also include intangible factors such as ineffective communication, restrictive company policies, or even poor team morale. Also bear in mind that, according to the theory, a system can only have one constraint at a time. So, you need to decide which factor is your weakest link, and focus on that. If this isn't obvious, use tools like Pareto Analysis Step 2: Manage the Constraint Once you've identified the constraint, you need to figure out how to manage it. What small changes can you make to increase efficiency and cure the problem, without committing to potentially expensive changes? (Goldratt calls this "exploiting the constraint.") Your solutions will vary depending on your team, your goals, and the constraint you're trying to overcome. For example, it might involve modifying lunch breaks or vacation time to make workflow more efficient, or cross-training
Step 3: Evaluate Performance Now review how your system is performing with the simple fixes you've put into place. Is the constraint still causing a bottleneck? If it is, you need to do whatever you can to solve the issue. (Goldratt calls this "elevating the constraint.") For instance, do you need to invest in new equipment, outsource certain tasks, or take on more staff? Here, it's useful to review approaches used in Lean Manufacturing Again, you'll also find it useful to brainstorm Step 4: Start Over Once you've eliminated the constraint, you can move back to step 1 and identify another constraint. By doing so, you can progressively increase productivity in your area. Key Points Dr. Eli Goldratt developed his Theory of Constraints in his 1984 book "The Goal." The theory says that every system, no matter how well it performs, has at least one constraint that limits its performance. You use the theory by identifying your constraint and restructuring the way that you work so that you can overcome it. You can minimize constraints and work more efficiently toward accomplishing your goals by working through these steps:
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