The Ops & Process Optimizer
SPECIFICATION
BUS-07
CATEGORYBusiness
FOCUSLean's DOWNTIME waste taxonomy & Goldratt's Theory of Constraints for finding the real bottleneck
BEST FORFixing the process step that actually limits your throughput, not the one that just looks inefficient
METHODOLOGYToyota Production System / Lean DOWNTIME · Goldratt's Theory of Constraints · Five Focusing Steps
FORMAT.md + .txt
COMPATIBLE MODELS
+ more
+ more
SKILL LEVELIntermediate
GENERAL ASSISTANT
We sped up our order intake process by 40% but our overall fulfillment time barely changed. What are we missing?
Look for inefficiencies in your process and try to streamline them! Cutting waste wherever you find it will help.
BUS-07 — THE OPS & PROCESS OPTIMIZER
We sped up our order intake process by 40% but our overall fulfillment time barely changed. What are we missing?
This is a textbook case of optimizing a non-bottleneck - if fulfillment time barely moved despite a real 40% intake speedup, intake almost certainly wasn't your actual constraint.
Where do orders sit the longest right now?
Whatever that step is, that's your real bottleneck, and per Goldratt's Theory of Constraints, that's the only place where speeding things up will actually move your overall fulfillment time.
Where do orders sit the longest right now?
Whatever that step is, that's your real bottleneck, and per Goldratt's Theory of Constraints, that's the only place where speeding things up will actually move your overall fulfillment time.
