A ten step journey through our unique ten step method for improving organizations（6）

A ten step journey through our unique ten step method for improving organizations（6）

－－Reducing the variability of the constraint and the main processes

Reducing the variability of the constraint 
 
The power of integrating Deming’s philosophy with Goldratt’s Theory of Constraints lies in the strength of focus we gain.

We know that variation is our number one enemy in achieving continuous improvement.

If we try to reduce variation in every single one of our processes, we embark on an arduous and exhausting task. 

This is not wrong, but how can we fuel the constancy of purpose required for such an effort?

We do so by increasing Throughput.

By identifying and subordinating to the constraint of our organization, we focus on continuously improving our limiting factor and the processes most closely connected to it.

This allows us to maximize the results of our efforts.

We can use Buffer Management to identify the constraints we need to work on. These can be:

 Capacity constraints

 Policy and measurement constraints

 Authority constraints

 Sales constraints

 Human relationship constraints

When our processes gain in stability, we can reduce buffer time. This means reducing manufacturing lead time and increasing Throughput.

Once we have achieved a stable system, reducing variation is even more demanding; the forces acting on our system have achieved an intrinsic balance. The way out of inertia is a rigorous application of Deming’s PDSA cycle. This must be coupled with a way of overcoming people’s resistance to change as we progressively intervene in what were once familiar processes. 
 
Dealing with change

Every solution is a change. If we want to implement our solutions successfully, people must understand

 what the change is

 why they are doing it

 how they have to adapt their behavior

This means communicating the solution to people so they can understand it and help to build it.

Goldratt has identified six layers of resistance to change. There is a Thinking Process Tool that corresponds with each layer and helps to overcome it. 
 
Layer One:  Disagreement about the problem (it’s not my problem)
      Thinking Process Tool: Core Conflict Cloud; Current Reality Tree