Christenssen’s great paper that describes the outputs of an organization as a function of its assets (people, equipment), systems and priorities. Goldratt’s Theory of Constraints addresses them all.
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STEP 1. Identify the system’s bottlenecks. [Constraints!]
STEP 2. Decide how to exploit the bottlenecks. (That was fun. Realizing that those machines should not take a lunch break, etc.)
STEP 3. Subordinate everything else to the above decision. (Making sure that everything marches to the tune of the constraints. The red and green tags.)
STEP 4. Elevate the system’s bottlenecks. (Bringing back the old Zmegma, switching back to old, less “effective” routings. . . .)
STEP 5. If, in a previous step, a bottleneck has been broken go back to step 1.
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