Theory of Constraints

I would like to tell you about a concept that goes against human behaviour. 

This idea can be very powerful in helping you think about processes and systems somewhat differently. 

So, let us talk about “The Theory of Constraints" 

Theory of Constraints and Anne "The Queen of Mean" Robinson 

"You are the weakest link, goodbye”. 

Anne Robinson, the journalist turned TV presenter, has carved out a successful career by uttering these 6
words on a regular basis around the world. 

If Anne was thinking with a "Theory of Constraints" hat on, her new,not so memorable catch phrase would be: 

"You are the weakest link, what can we do, to help maximise your capability?” 

It just trips off the tongue. 

Theory of Constraints - The basic concept 

The Theory of Constraints concept derives from the idea that any end to end system is only as good as its
weakest process step. 

The "bottleneck" in your process determines the overall pace. 

One of the biggest challenges that this throws up is being able to recognise the major constraint and then
doing something about it. 

Theory of Constraints -| It goes against human behaviour 

"Civilised" human beings have been around for a fair amount of time . 

The first "homo sapiens" are supposed to have walked on earth about 200,000 years ago. 

I do not think they were striding around with i-phones pinned to their ears.

In reality, the "new industrial world" has only existed for just over 100 years. 

It has been the nature of evolution that humans have been "educated" to maximise most things,
most of the time. 

For early farmers "How can we maximise the harvest?” 

For early hunters "How can we catch as many fish as possible?” 

Humans have tended to survive by being the strongest and not being subordinate to anyone else. 

"Survival of the fittest". 

Theory of Constraints - The paradox of today’s system requirements 
 
I hope you are still with me. 

I am about to get to the main point. Honest! 

I hope that you will accept the idea that a system is only as good as its biggest constraint or "bottleneck". 

Therefore, if we have a system, with several process steps, what will happen if we do not think
differently from our "learned" behaviour? 

Yes, you are right. 

Each part of the process will try to maximise most things most of the time, and never be subordinate to
any other part of the process. 

We even introduce "targets" at each stage of the process to reinforce this behaviour. 

So what is the problem? 

"Normal" human behaviour leads to a "silo" mentality and the maximising of individual endeavour. 

This often goes against the new "systems" thinking required.
 
It prevents us from maximise the overall process. 

We blame the bottleneck department or individual. Often fiercely! 

We continue to maximise our own process with no sense of the overall requirement. 

Obviously, I am painting a bleak picture here. 

There are now many organisations and individuals who understand the new syntax required for this
brave new world. 

Theory of Constraints  -  Using the idea in practical terms

To use this concept in practical terms, there are five key steps that you need to consider. 

Review the constraint process and find ways to use the precious resource only on activities that
are connected with the blockage activity. 

Find ways to eliminate unnecessary tasks that the "bottleneck" resource is currently performing. 

Make all other process steps "subordinate" to the bottleneck. 

Ensure that the "constraint" resource always has a steady flow of work. 

Make sure that it is always engaged in the constraint activity. 

In general, the processes either side of the "constraint" must be
flexible. 

Eliminate all of the waste at the bottleneck. 

Bring in more resources if required. 

Once the bottleneck is robust, identify the next “constraint” to tackle. 

Theory of Constraints | What to do next 

Here is what I want you to do.  

Look at your current end-to-end process. 

Walk the gemba! 

Identify your prevailing bottleneck. 

Apply "Theory of Constraints" thinking to the bottleneck. 

Make all other processes subordinate. 

Introduce "pull" systems. 

Stop maximising individual "silos”. 

Maximise the whole by optimising the "bottleneck". 

Oh, and have some fun doing it.   

Hope this helps.

Best regards,

Graham Ross

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