Theory of Constraints

Theory of Constraints

Summary
  This is a summary of the story and key lessons from the 1984 classic The Goal: A Process of Ongoing Improvement by Eli Goldratt that introduced the world to the Theory of Constraints. Goldratt has published multiple editions of the original book, and also adapted the TOC concept to project management theory with his book Critical Chain, published in 1997.   The Theory of Constraints (TOC) is an operations management method that views any system as being limited in achieving its goals by a small number of constraints. Every system has at least one constraint – TOC uses a focusing process to identify and eliminate the constraint, therefore raising the output of the entire system. “No Chain is Stronger Than Its Weakest Link”     The Goal: A Process of Ongoing Improvement…
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Personal Kaizen: Habits

Personal Kaizen: Habits

Lesson
The Lean East team uses proven principles and tools of continuous improvement to support organizational change. The Toyota Motor Corporation developed many of these Lean continuous improvement principles, and one of the core principles of their Toyota Production System (TPS) is “Kaizen.”   Kaizen Kaizen is a Japanese word that translates to "change for the good.” Kaizen results from making many tiny improvements to a system or process. The accumulated improvements eventually lead to significant results. Kaizen applies to individuals in the same way it applies to organizations. Many small, repeated gains add up to a significant change; this is the “compound effect” at work. Most of us are too busy to take four weeks off from work to learn a language but we could easily make time for one 5-minute…
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The Difference Between Push and Pull

The Difference Between Push and Pull

Lesson
  This post focuses on the difference between push and pull in Lean. The goal of Lean is for every process to “flow value at the pull of the customer.” The key terms in this statement are defined below: [caption id="attachment_3048" align="alignright" width="150"] This symbol represents "pull" in Lean value stream mapping[/caption] The ultimate Customer is the end-user – who the product or service is providing value for. The other customer is the next step in the process. What does the next step need, and when do they need it? Flow refers to how value is created in a process. In a “perfect process,” value is created during every step, without any waste (or delay) in the process. Value is defined by the customer (end-user or next step). Every step…
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Are you a “Super Nurse” on your Team?

Are you a “Super Nurse” on your Team?

Lesson
  Does your organization have a person on staff who everyone can go to in order to get a problem solved? For example, someone who knows how to obtain guest Wi-Fi access for a visiting contractor? Who is the same person who can always find that hidden file on the network, and knows how to correct the mistake in your EMR or MRP system? Perhaps your organization is a customer-facing business and this person also goes above and beyond to follow up with a customer who has a special request and double-checks every item before your product goes out the door. Picture a person on your team who matches this description. Or, are you that person on your team? People who save the day and rescue a team from disaster…
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