Bottlenecks in a Process
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Bottlenecks in a Process
OPS/571
University of Phoenix
October 11, 2010
Through analyzing data from the morning routine, with the optimal goal of reducing the time spent gathering items for the school day and feeding the household pets, bottlenecks were discovered at critical points during the process. The application of Goldratt’s theory of constraints identifies these bottlenecks and assists in preparation for overcoming the obstacles these bottlenecks present.
According to the article “Intensity and simplicity” (1996), the author sums up the theory of constraints as the idea that: “people know what they want to accomplish with their system and that within that system there is a weak link. A constraint. So the idea is to work the weak link. Make it so that it is no longer a weak link.” By delving into the system to identify that core constraint and implementing changes, the process may be improved with minimal time and resource investment.
The morning tasks meet the criterion of a process as defined by Chase, Jacbos and Aquilanon (2006). A process is defined as any part of an organization, or in this instance, a family, which transforms inputs into outputs (Chase, 2006, p. 154). The family takes a series of independent items and assembles them in a manner to effectively, and efficiently get the children out the door to school on time. The application of Goldratt’s theory of constraints to this process is feasible by identifying the following (Trietsch, 2005, para. 2):
1. Binding system constraints must be identified and the weakest link found.
2. The constraints must be managed to be as effective as possible.
3. All other activities need to support the constraint, even if this reduces the efficiency of non-constraint processes.
4. Evaluate the system constraints and acquire more if the output is still not optimal.
5. Repeat as the constraints may have changed.
The process time for the morning tasks is...
OPS/571
University of Phoenix
October 11, 2010
Through analyzing data from the morning routine, with the optimal goal of reducing the time spent gathering items for the school day and feeding the household pets, bottlenecks were discovered at critical points during the process. The application of Goldratt’s theory of constraints identifies these bottlenecks and assists in preparation for overcoming the obstacles these bottlenecks present.
According to the article “Intensity and simplicity” (1996), the author sums up the theory of constraints as the idea that: “people know what they want to accomplish with their system and that within that system there is a weak link. A constraint. So the idea is to work the weak link. Make it so that it is no longer a weak link.” By delving into the system to identify that core constraint and implementing changes, the process may be improved with minimal time and resource investment.
The morning tasks meet the criterion of a process as defined by Chase, Jacbos and Aquilanon (2006). A process is defined as any part of an organization, or in this instance, a family, which transforms inputs into outputs (Chase, 2006, p. 154). The family takes a series of independent items and assembles them in a manner to effectively, and efficiently get the children out the door to school on time. The application of Goldratt’s theory of constraints to this process is feasible by identifying the following (Trietsch, 2005, para. 2):
1. Binding system constraints must be identified and the weakest link found.
2. The constraints must be managed to be as effective as possible.
3. All other activities need to support the constraint, even if this reduces the efficiency of non-constraint processes.
4. Evaluate the system constraints and acquire more if the output is still not optimal.
5. Repeat as the constraints may have changed.
The process time for the morning tasks is...