This is Part 1 in the series on Change Management | Read Part 2 To change the way you work, you have to change the way you work. As obvious as that may sound, achieving change that delivers the value promised by a new way of working is no simple matter.
It matters little whether you are producing motor cars or bank loans, testing software or processing patients through admissions to the emergency room; Drum-Buffer-Rope (DBR) will simply deliver more throughput, on time, in less time than any other competing production scheduling method.
Most of us spend most of our working lives in teams. Management teams, product development teams, and cross-functional task forces are all types of teams. So how does a team, often thrown together by circumstance, come to perform at the top of their game?
No matter how much you know, it will never be more than a pebble on the beach compared to the vast oceans of what you don’t know. But what if we can establish better ways of learning and sharing our knowledge together?
As big and bold as the Theory of Constraints (TOC) is, it’s not sufficient, alone, to deliver on its inherent potential. As trains need track and ships need water, TOC needs a cultural and organisational infrastructure to get you to where you want to go.