Theory of Restraints

Video Activity
Join over 3 million cybersecurity professionals advancing their career
Sign up with
Required fields are marked with an *

Already have an account? Sign In »

9 hours 53 minutes
Video Transcription
Hi, guys. Welcome back. I'm Katherine MacGyver, and this is your lean six Sigma green belt.
So today we're going to go over the theory of constraints. So we have been doing in our hypothesis development and testing. So you were still firmly and are analyzed phase where we have done our root cause analysis. We've tested some hypotheses.
This is something that's completely different. So a little bit in the money Pyatt on there were going to take a hard left turn.
But I think it's going to be something that's really valuable for you guys as Greenbelt. So the theory of constraints is actually not part of Lean and six Sigma. It is what I consider to be a complimentary discipline because it has a very similar ideological mindset
that we want to manage our processes, using our throughput, our expenses in our inventory. So if you remember, the culture of kaizen for lean and six Sigma is
data driven employees engaged and customer requirements. This one is really looking very data driven, but it gives us a good framework and another set of tools for you guys to think about as you are going through your um your analyze and you're improved phases.
It is
what I like about the theory of constraints is that it says that all processes have at least one constraint, and the entire process is dictated by that constraints. So what that means is that there is something somewhere, one of your process steps
that is driving your entire process
so a little bit different from lean and six Sigma. We, we say, are inputs are driving our outputs or a process. The TOC says that the process itself is actually driving the process.
So with that, a constraint is anything that prevents the process from achieving its goal. That being said, those very textbook would it also is, is more specifically, it's a bottleneck. So it is what, where we find the clumping up in our process. So be it. Somebody doing approvals
or, um,
some a system that only can handle so many requests at once. On the manufacturing line, it's certain instruments transactional e. So where we tend to be his knowledge workers theory of constraints tends to be people. So if you sit back and kind of
pause for a minute, think about your workplace.
Think about the people that are way in more demand. Then, um, they have capacity to do work for those air going to be your bottlenecks generally from a theory of constraints. Perspective. There are 123 main constraints and a process. Of course, that depends on your scope.
But what that is is that gives you kind of
where does your process get driven by, So
have you think about back to yellow? But we talked about our lean Six Sigma key measurements and how we assess our organization. We talked a little bit about tact time, which is how much time we have to do, how much time there is in a shift and what our customer volume is,
which tells us how frequently our process needs to run
in theory of constraints. When you're doing your analysis, you're going to look at what is the maximum throughput or time in your constraints, because we're going to say that that is the absolute best or your process entitlement that this process can perform
so very much a deep analysis in the capacity and capabilities
of each of your process steps.
So with the theory of constraint, they have their own model similar to PDC A or domestic, where they identify exploit, and we'll talk about that in just a sec, synchronize, elevate and repeat so identification
going to be very, very similar to our root cause analysis or a process mapping.
What you are looking at is identifying where are the constraints. So we dish did a many exercise on the last life where we're like, What are the things that hold? What are the people that hold up my process? These are going to be whether the things or people these air, the tasks, all of your inputs
that can hold up your process,
exploiting your constraints. So this is the reason why I really like theory of constraints, and I think that we should do more with it from a lean Six Sigma perspective. So the fundamental improvement idea within the theory of constraints is this idea that you need to exploit your constraints
or played to your weaknesses.
Eso Any time you see a constraint, this is going to be your opportunity for improvement, where you can foot this from a constraint into a non constraint. So, for example, ah, one way to think about exploiting your constraints is is, if you recognize
that one person is holding up your process,
um, then figure out a way to do it without that one person or increase that one person's capability. So that might be removing some of the other non value add in their job or redoing the way that the process is done, which is where the complementary comes in. There's quite a bit of overlap in exploiting your constraints
and value had non value add analysis.
whenever you identify it, that's where you're gonna invest your time and energy. So then synchronizing is where you have now exploited your constraint. So now you're going to re sequence your process
so you're going to go through and you're going to make sure that everything that matches up and this will make more sense when we go through an actual example in the next module.
But you're going to synchronize, then you're gonna elevate, so you're gonna improve. The process is a hole, so we have now exploited our constraints. We've said that everybody is working together like a team player. So now let's go ahead and push the process up as a whole,
and then Of course, because this is a cycle we're going to continue repeating this. So after we elevate our process,
we're going to go back and we're gonna identify our new constraints because there will always be a constraint in your process. There will always be something that is the lowest performing step within your process.
So with that today we went over the theory of constraints. You knew that it is a complementary discipline that has really focused on identifying the constraints or the limitations where the bottlenecks in your process and you know, the TOC model, which is identify, exploit,
synchronize, elevate and repeat.
So with that in our next module, we're actually going to go over a real life example to kind of help solidify this concept for you. So I will see you guys there.
Up Next