5 reasons (at least) to explore Theory of Constraints

Theory of Constraints is a “business philosophy” or “management paradigm” that takes into account the existence of constraints, e.g. limiting factors hindering the organization to achieve more of its Goal.  It focuses on the one that limits the performance of the whole system and strives to achieve more of the organization’s Goal (patient's treatments, throughput, … Continue reading 5 reasons (at least) to explore Theory of Constraints

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Value Stream Mapping is a tool for pivoting

“Pivot” has become a buzzword in business, referring to a shift in strategy or a significant change made in product, service or business model as a result of experiment. When a solution or an assumption does not lead to or deliver the expected outcome, a significant change may be required to adjust to the reality … Continue reading Value Stream Mapping is a tool for pivoting

The very minimum to know about Overall Equipment Effectiveness (OEE)

Overall Equipment Effectiveness (OEE) is a KPI which reflects overall equipment or machine performance in a single number, expressed in %. OEE compares the actual ok output to the total output achievable in perfect conditions. As perfect conditions are not likely to be permanently granted, OEE is a mere theoretical benchmark, nevertheless something operational staff … Continue reading The very minimum to know about Overall Equipment Effectiveness (OEE)

Overall Equipment Effectiveness (OEE) is a Goal Tree

Overall Equipment Effectiveness (OEE) is a well-known KPI in many industries for nearly forty years in western countries. It reflects overall performance in a single number, and is built upon or integrating three other metrics: Availability, Performance and Quality. Availability is the readiness of the machine / equipment to operate when required Performance is the … Continue reading Overall Equipment Effectiveness (OEE) is a Goal Tree

Why 5S’s Scrub & Shine is not (only) about cleaning

This post refers to the third S of the series of 5 from the 5S methodology and which stands for Seiso, which can be translated as ‘cleaning’ or for the sake of verbs starting with an S: Shine, Scrub, Sweep, Sanitize and the like. Once a certain state of cleanliness has been reached, any abnormality … Continue reading Why 5S’s Scrub & Shine is not (only) about cleaning

Thinking Processes – Transition Tree

The Transition Tree is the fifth and last tool of the Thinking Processes, sixth optional one of the Logical Thinking Process. The Transition Tree is a step-by-step sequential depiction of how to implement the change. Basically, the Transition Tree combines an entity of current reality, a statement of need and an action (injection) to create … Continue reading Thinking Processes – Transition Tree

Thinking Processes – Prerequisite Tree

The Prerequisite Tree (PRT) is one of the Logical Thinking Process tools, mentioned among the Thinking Processes by the Theory of Constraints community. The Prerequisite Tree is used to surface and overcome obstacles to achieving the change towards the organization’s Goal by setting Intermediate Objectives (IOs). These IOs are sequential steps to implementing the change … Continue reading Thinking Processes – Prerequisite Tree

Logical Thinking Process

The Logical Thinking Process refers to the work of William (Bill) Dettmer summarized in the book of the same title. The Logical Thinking Process (LTP) is a one to six steps* integrated process using sound logic and a set of tools to provide executives and system managers an effective method for designing organizational strategy, planning … Continue reading Logical Thinking Process

Why I don’t like Lean houses, except one

I never liked the (Toyota inspired) Lean houses and their many variants. First all these models are generally understood as prescriptive rather than descriptive, thus those new to Lean tend to adopt and copy one model without necessarily understanding its real meaning. The building blocks of Lean houses are principles, methods and tools, reinforcing the … Continue reading Why I don’t like Lean houses, except one

Continuous improvement: how easily focus is lost

In an industrial environment improvement opportunities are literally infinite, especially if nothing has been done so far about improvement and maturity, about industrial best practices and considering methodologies like Lean, Theory of Constraints (ToC) or Six Sigma was nearly nonexistent. When starting to improve, it happens quite often: committed people get lost and lose focus. … Continue reading Continuous improvement: how easily focus is lost