As we get better at focus, we learn that stopping people (including ourselves) from working on the wrong stuff is probably more important than trying to convince people to work on the right stuff. I’m beginning to realize that reporting a measurement on something that doesn’t need attention right now, is one of the butterfly-effect triggers that will absorb vast amounts of activity in return for no bottom line improvements.
Most managers agree, at the very least under specific conditions (and I’m not referring to torture), to the adage that you cannot manage what you cannot measure. One of the mistakes we easily make is to assume that a double negative remains true when you make it a double positive. With other words, we then conclude–or maybe rather assume–that you can manage what you do measure.
Often we get caught up in the detail of what we are busy doing, and lose sight of what we are trying to accomplish. The task becomes the goal, and the goal is lost. By reminding yourself regularly of what you are trying to accomplish, and questioning whether what you are doing is the best way to get there, you can flag when it’s time to change methods.
if you spend money to increase capacity that currently has a high level of wastage, you are effectively spending money to buy even more waste.
Want to learn how your business can be set on a process of rapid growth and improvement?
Trying to get everything under control can take forever … and we don’t have forever before our clients start taking their business elsewhere, do we? … Read More …
Many small improvements will add up to a large improvement … right?
Chances are that you’ve experienced that somehow, despite the appealing logic of this approach, the results seems to be somewhat elusive in reality.
The reason is quite simple. … Read More …
Theory of Constraints provides a scalable growth path in not only accelerating your operations but actually accelerating your growth rate. The focus you get from ToC enables you to focus learning only on the areas that are constraining you from faster operations and faster growth. This enables a Just in Time learning approach that greatly reduces the need for teaching, and greatly enhances the retention of applied learning. … Read More …
Do you often feel misunderstood as a manager? Or are you a trainer or coach struggling with getting a reasonable level of retention and application of what you teach people? Although this is a very commonly experienced problem, the truth is that you can overcome this. ... Read More ...
The poor do not need charity; they need inspiration. Charity only sends them a loaf of bread to keep them alive in their wretchedness, or gives them an entertainment to make them forget for an hour or two; but inspiration will cause them to rise out of their misery. If you want to help the poor, demonstrate to them that they can become rich; prove it by getting rich yourself. (William D. Wattles) … Read More …
It seems counter-intuitive to ignore people in the back of the virtual queues, but actually, by focusing on the most recent queries first, you will quickly ramp up to be able to also get to the back of the queue faster, and at a much lower overall cost. … Read More …
It is often difficult for operations management facing daily crises, to see and understand how the strategy of the company influences their lives; and at the same time it is often difficult for the strategists – who are typically a management layer or two removed from operations (and very often physically removed from operations), to clearly see and understand (let alone help others understand) how (and if) the strategy should have an impact on operations. … Read More…
I’m sure you’ve heard the adage that he who fails to plan, plans to fail. Unfortunately this has caused many of us (and I used to be one of them) to believe that in order to succeed, we must plan more. The truth is that there is a certain point beyond which more planning actually increases your chances of failure. … Read More …
In his book “Theory of Constraints,” Eli Goldratt summarizes all of the Theory of Constraints into a single word: FOCUS.
That statement in itself is quite a feat of focus!
In my opinion this is the key that makes TOC work. All the applications, all the thinking processes – all of it is about answering the question: “Where should we focus?”
Focus means that it makes clear what we should be working on, and it also makes clear to us what we should NOT be working on. At a corporate level the S&T trees provide this filter to stop us from trying to improve everything that can be improved, and focus on what must be improved now. … Read More …
There are several reasons why TOC delivers the results that it does. Some of the ones at the heart of the matter are:
- Wisdom, insight, and understanding
- Distinguishing concept from understanding
- A full suite of disciplines to cover all core management disciplines
- All disciplines built on a single set of thinking processes
- Accepting and managing (instead of trying to control) variability
- A powerful set of core beliefs
If TOC is really as good as all the case studies and available material would indicate, then why are all businesses not busy implementing TOC as fast as they can? I guess there is not a single answer, but looking into the TOC world from the outside, I have some suggestions for what I observe as being some of the main reasons. … Read More
There are three primary reasons why I believe that businesses that are not considering the Theory of Constraints as core to their management approach, cannot afford to ignore this much longer. These are:
– Competitive Advantage
– Speed of achieving both results and competitive advantage