In the previous blog post, I wrote about the challenge that arises once companies have decided they need to undertake improvement efforts, they frequently take on more improvement projects than they can handle. I have seen this over and over again in my career, especially with companies that are starting Six Sigma efforts. One of the success measures used is the number of certified “belted” practitioners. In order to get certified, there is usually a requirement to undertake training and achieve results with a project. As a result, the organization can take on projects that may not drive significant value, but drain the organization’s valuable capacity.
One approach to focus improvement efforts where they drive the most value is the Theory of Constraints. I was lucky enough to be exposed to TOC when I started my career. I wrote an article in 2006 that described what is TOC and how it can be used to enhance lean and Six Sigma efforts. Take a look, and leave any comments you have below.
Recent Comments