The Theory of Constraints is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck. The concept takes a scientific approach to improvement and hypothesizes that every complex system, including manufacturing processes, consists of multiple linked activities, one of which acts as a constraint upon the entire system.

The gemba walk how-to guide has its merits. But we need to be careful. Gemba walk templates, observation points, and sample questions can appear formal, audit-like, creating distance between the observer and the observed. We should worry less about doing the gemba walk the right way and focus more on doing the right thing by people. This means treating people as individuals and showing them respect. This means taking a genuine interest in person in front of us, in how they see reality and and learning how they wish to influence outcomes in their lives and work. Ultimately, the gemba walk is not about the gemba or the walk. It is all about the humble listen.

A bottleneck analysis is a detailed process where an organization gathers as much detailed information about the flow of a particular product or process. Specifically, data is gathered about the point(s) in the process where workflow is bottlenecking. This type of analysis can be done specifically to identify the cause of a bottleneck that is causing problems, or to learn about processes where a bottleneck is likely to occur in the future. The bottleneck analysis will provide important information about how things are done, and how they can be improved.

Watch this educational video on Bottleneck Analysis!

PDCA (Plan-Do-Check-Act) and PDSA (Plan-Do-Study-Act) are two techniques aimed at promoting continuous improvement and extending a company's ability to stay ahead of a rapidly changing environment. However, while some people confuse them and even use them interchangeably, there are some big differences that are important to observe.

When dealing with process variation, you'll need to learn to recognize the two general types of it, and the ways they impact the operation of your business. In most cases, some level of variance to a process is inevitable: the question is whether the factors that cause this variation are controlled and predicted, and if you can account for that variation in your output projections. If you're able to work around it, there's usually no big issue - but things tend to get messier once special cause variation is introduced to the mix.

In an interview with CBS News, Musk seems to be having a change of heart and perspective. He referred to the environment as "production hell," as frustration has risen over the Model 3. Musk now feels that the robotics in the Tesla plant have actually complicated things and has caused the delays in production. During the interview, he states that he will be scaling back on automation and depending more on the "human" touch and feel for auto production. For some, this has not been shocking news or an over-statement of the issues. 

Respect for people is not simply treating people in your organization in a positive manner.  It is challenging them to grow, providing them the tools, training, and experiences to do so, and creating an environment where mistakes and failures are allowed and even encouraged.  Respect extends beyond the immediate organization to suppliers, customers, and the community as a whole.

There are three key metrics to track our progress when striving for the ideal of continuous improvement.

The Plan-Do-Check-Act (PDCA) method is a very useful technique for improving the state of operations within an organization, both on a large scale as well as in a targeted manner aimed at specific components or processes. There are various ways to apply PDCA, and it's quite flexible in its use as well, making it the ideal candidate for those who want to see good results in their operations over a relatively short time span.

Excellent thoughts on how to create rituals.

As thirty years ago, so today, when people ask for recommendations for lean tours, "You know, a world class facility where our leadership team can see best-in-class lean culture with engaged employees in a highly variable demand and complex product mix environment while leveraging IoT," preferably within driving distance. That's all good, a delight all around when we can accommodate. But from now on, I'll have to find a polite way to ask the question, "If your leadership team was looking right at it, would they know?"

There are scientific studies that back the benefits of being organized, which makes it worth your while. First, we'll take a look at the causes and benefits, then show you how to implement them with easy hacks for organizing your home, work-life, family, meals, and social life.

In other words, HABITS drive the right BEHAVIORS that deliver the right CUSTOMER EXPERIENCE, highly engaged PEOPLE and sustainable business RESULTS.

Kanban, which was originally modeled after a Toyota Production System, means "billboard" or "signboard" in Japanese. Scheduling systems like Kanban help to eliminate wasted resources, help people make more efficient use of their time, build stronger and more robust businesses, and improve current designs. This way, future businesses are able to reap the reward of previous experiences, solutions, and expertise. 

The answer to why Kanban is so effective in helping people and businesses DO THINGS BETTER actually has more than one part. We'll be listing a few of these parts below.

Some thoughts for the Recruiting Team. I'll pass it along to Paul A.

Can't pass up an interview with the master!

"The more deeply leaders, managers and associates understand the principles of operational excellence and the more perfectly systems are aligned to reinforce ideal behavior, the greater the probability of creating a sustainable culture of excellence where achieving ideal results is the norm rather than the aspiration."
- Shigeo Shingo

We can always use some good reference material.

And since Kaizen is currently not just a philosophical concept, but a rigorous methodology, we should also look at the Kaizen improvement cycle. It can be broken down into 6 steps that should be repeated continuously: