Government Performance Improvement

To get us into the spirit of the holidays, I’m running the “Twelve Days of Constraints Management.” This holiday series focuses on why integrating Constraints Management (or Theory of Constraints) with Lean Six Sigma can be a force multiplier for your organization. Here’s another great reason to think about adding Constraints Management to your improvement toolkit.

#7. MEASUREMENT

Tell me how you measure me and I will tell you how I will behave. Align measurements to the organizational goal and harmonize incentives to drive the desired human behavior. Constraints Management provides the system perspective to incentivize behaviors based on global performance measures in any data-driven organization.

To get us into the spirit of the holidays, I’m running the “Twelve Days of Constraints Management.” This holiday series focuses on why integrating Constraints Management (or Theory of Constraints) with Lean Six Sigma can be a force multiplier for your organization. Here’s another great reason to think about adding Constraints Management to your improvement toolkit.

#8. RISK

What can go wrong will go wrong. Constraints Management supplements Lean Six Sigma with robust risk management created specifically to combat the effects of Murphy’s Law.

To get us into the spirit of the holidays, I’m running the “Twelve Days of Constraints Management.” This holiday series focuses on why integrating Constraints Management (or Theory of Constraints) with Lean Six Sigma can be a force multiplier for your organization. Here’s another great reason to think about adding Constraints Management to your improvement toolkit.

#9. INERTIA

Do not let inertia cause a constraint in your system. Constraints Management fulfills Lean Six Sigma’s mandate for continuous improvement by constantly refocusing your energy on newly emerged constraints. You will avoid stagnation and generate momentum.

To get us into the spirit of the holidays, I’m running the “Twelve Days of Constraints Management.” This holiday series focuses on why integrating Constraints Management (or Theory of Constraints) with Lean Six Sigma can be a force multiplier for your organization. Here’s another great reason to think about adding Constraints Management to your improvement toolkit.

#10. WASTE

All waste is not created equal. An hour of cycle time reduction on a non-bottleneck is not an hour gained in throughput of your products or services. It is a mirage. If one of the objectives of Lean Six Sigma is to eliminate waste, then Theory of Constraints is necessary to prevent waste from chasing mirages.

To get us into the spirit of the holidays, I’m running the “Twelve Days of Constraints Management.” This holiday series focuses on why integrating Constraints Management (or Theory of Constraints) with Lean Six Sigma can be a force multiplier for your organization. You may have seen #12 just before we all broke for a giant turkey dinner with our families — here’s another great reason to think about adding Constraints Management to your improvement toolkit.

#11. LEVERAGE

A chain is only as strong as its weakest link. Constraints Management concentrates Lean Six Sigma improvements at the point of maximum leverage for the entire business or “system.”