12 tips for leading in a downturn, COVID reloaded – Part 2/3

This post is the second of a 3-part mini series. If you missed the first part with the 4 first tips, you may want to read 12 tips for leading in a downturn, COVID reloaded - Part 1/3 After a major crisis and its aftermath such as we experience(d) with the COVID-19 pandemic, lockdown and … Continue reading 12 tips for leading in a downturn, COVID reloaded – Part 2/3

Finding the bottleneck, not always that simple!

Basically, a bottleneck is the slowest step in a process, the machine having trouble keeping pace. To find a bottleneck, go and have a look at where the inventories pile up and from where the machines are starved from upstream supplies, there is your bottleneck. Well, it’s not always that simple.

Management attention as a constraint – Part 2/2

In part 1 of this series, I introduced management attention as a constraint. This second post goes on with more reasons why management fail to pay the necessary attention to the factor limiting the whole system’s performance. Unaware or wrong about the constraint Management attention might be on the wrong things because manager are unaware … Continue reading Management attention as a constraint – Part 2/2

Management attention as a constraint – Part 1/2

A system’s constraint, the limiting factor that is an obstacle to getting more Goal units* from the system, can be pretty difficult to identify (hence the success of my post on the topic: How to identify a constraint?!). *”Goal units” can be money, profit, services to citizens, number of patients treated, free meals served, or whatever … Continue reading Management attention as a constraint – Part 1/2

How to identify the constraint of a system? Part 5/5 – The valley of despair

This is part 5 of a series of posts about identifying the constraint of a system and time for wrapping up and a conclusion (of the series, not the topic!). Newcomers to Theory of Constraints understand quite easily the concept of bottleneck but are frequently puzzled when looking for them in a real-life process. Furthermore, … Continue reading How to identify the constraint of a system? Part 5/5 – The valley of despair

How to identify the constraint of a system? Part 4/5 – Check beyond production

Since the publishing of early books on Theory of Constraints, the world grew more complex and the system’s constraint got more and more elusive. Globalization and extended supply chains give a constraint opportunity to settle literally anywhere in the world and extend its nature. It can be a physical transformation process in a supplier’s facility, … Continue reading How to identify the constraint of a system? Part 4/5 – Check beyond production

How to identify the constraint of a system? Part 1/5 – The usual suspects

A very common question once people get familiar with Theory of Constraints and the notion of bottlenecks and constraints is how to find them in a process. Identifying the constraint is key as the constraint, by its nature, it controls the performance of the whole system. The trouble with examples given in textbooks or case … Continue reading How to identify the constraint of a system? Part 1/5 – The usual suspects

Why is the Logical Thinking Process so hard to sell?

This is probably the greatest frustration for Logical Thinking Process (LTP) fans: why don’t more people get interested in? Why is the Logical Thinking Process so hard to sell? Please understand “sell” with the quotation marks, I mean promote, advertise, grow the community, attract participants to seminars and courses altogether. This post is a reflection … Continue reading Why is the Logical Thinking Process so hard to sell?

Bill Dettmer and David Poveda share views about planning

David Poveda is a Colombia-based consultant, Owner and  Director of FLOWING Consultoria. David is well-known for his successful implementations of Theory of Constraints (ToC) and Lean-based solutions, and his expertise about Demand Driven MRP (DDMRP). Just before the Logical Thinking Process training in Paris, in June 2016, he paid a visit to our offices and met Bill … Continue reading Bill Dettmer and David Poveda share views about planning