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Stop Wasting Improvement Resources

In lean Six Sigma and lean kaizen event programs, improvement projects are often selected from a list of potential opportunities that were determined from a brainstorming session. This effort might provide some initial gains when starting a deployment; however, it typically stalls out and the process improvement teams are laid off when times get tough. The reason for this downsizing is that often process improvement efforts are not expended in areas where the overall enterprise benefits the most; e.g., focusing on sales and marketing when excess production capacity is available. This article walks through some of the frequent short-comings of Theory of Constraints and how it can best be applied to the enterprise.

Forrest W. Breyfogle, III | Publish Date: October 26, 2009

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