In companies, there is a plethora of improvement projects deployed in any firm at any given time. But, can there be a situation where the very change that people are trying to implement becomes its own biggest hurdle?
I think, the best of internalizing new knowledge is by analyzing case studies. So instead of just posting insights, I would like to share a case with you and some questions to ponder at the end of it…
Business ‘Experts’ generally go around departments and ask people for problems, do a gap analysis (with help of some benchmarking data) and then they arrive with solutions, almost one for each problem. Unfortunately, the inter-relationship between the problems is mostly ignored.
With implementation of Theory of Constraints solution, it is expected that all plant managers align their thinking and decision making to the paradigm of flow rather than local efficiencies. While it is intuitively easy to understand and appreciate the flow paradigm, it is very difficult to GIVE UP the efficiency paradigm.