This Time, it’s the People!
Traditional lean thinking tells us that the problem isn’t the person; rather, it’s the process. But sometimes the process is designed to make the person the problem.
Let’s all agree to blame… The process (for hanging this guy out to dry).
In a heavily automated process all of the machine components are usually subordinated to the slowest machine in the line. This is part of Goldratt’s Theory of Constraints “Drum-Buffer-Rope”, and it works amazingly well. But what if a key component of the system is not a part of the sequential process?
The person operating the line is not a component of that line. He or she doesn’t necessarily have a measurable throughput. The operator is vital to process operation, but that person has a limit to how many tasks can be accomplished at a single time. Once that person is operating at peak capacity, one more parallel task will shut the line down.
So how do we (in Goldratt’s terms) “elevate” this constraint? By supplementing this Theory of Constraints (TOC) design with Lean or Six Sigma methodologies, you can eliminate the waste that is built into the constraint’s (the operator’s) job.
By eliminating the waste that is built into the operator’s tasks, you free up more of that operator’s time. This free time can then be used to perform essential functions that keep the process running. Essentially, you have “elevated the system’s constraints” (the 4th focusing step in TOC).
By stepping outside the box and viewing the system as a whole, you can discover constraints and waste that are slowing down your processes.
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