Energize Lean with the Theory of Constraints

The Whiteboard Pages -- Two Lean Experts Brainstorm

Paul:

I thought I would find you at the whiteboard! Brainstorming

Makes sense.  I read The Goal awhile ago, and I really enjoyed it. But isn't TOC just about finding bottlenecks?

We need that -- I'm constantly being challenged on the bottom line impact of Lean.  Seems every manager is after my budget and headcount. And we can get better C-suite support if we can talk Net Profit and RONA.

Our scarce resources, you mean.  And they are getting cut more and more each year.

Getting management buy in to the LEAN culture is always tough, especially at the beginning.  They are heavily evaluated on profit and loss.

A paradigm shift to LEAN will cause a lot of conflict, by definition.  We need to be able to see each side of the conflict. This all sounds like a lot of work!  Were do we get started?

Randy: 

Yep, grab a marker.  I am thinking about how we might improve our LEAN System  using the Theory of Constraints.  We have done some great things, but that doesn't mean they are good enough.

Sure, but there's a lot more than that.  I have read a few books on Throughput/Lean Accounting that challenges Cost Accounting and makes the logic behind our methods very clear.

Yes -- I think we can help use that to provide some focus and priority setting for our LEAN resources. 

I think it will help some of the plants that are new to Lean figure out where to start.  They have to show quick results to keep management attention.

Yeah.  And since we are in learning mode I think we should check out the Conflict Resolution tool called Clouds. 

I just happen to know a guy -- let's check out his website!