ABSTRACT
Much has been written over the years about the Theory of Constraints and how to implement it. Subordinate everything to the constraint. If necessary, elevate the constraint. The desire to change something stems from dissatisfaction with the current situation. Actually, physical constraints are much easier to identify and break than those associated with policies. Look for and record things like excessive wait times, excessive transportation, excess inventory, unnecessary motion, overprocessing, and overproduction. Excessive WIP inventory will only serve to “bog down” the flow of product through processes which, in turn, extends the cycle time of processes and system. The goal of for-profit companies is to make money now and in the future, and measuring operator efficiency is counterproductive when this is a company's goal. Too often, organizations stop here and expect results from their people or choose to purchase software with the expectation that they are now in a position to get results from it.
