Can Lean and Theory of Constraints play nicely in the sand box?
If a company applies conventional Kaizen thinking to an environment where (for example) the Theory of Constraints technique known as Synchronous Manufacturing is in place, it will lead to many improvements that are NOT a priority according to Buffer Management. And if resources to work on improvements are in short supply, as they usually are … this could translate into improvements being made according to “the book” which are actually at the expense of the improvements that will most improve competitive-edge performance – the improvements identified by Buffer Management. So, if a company wants to integrate Lean Kaizen-type improvements within a Theory of Constraints implementation, one challenge becomes to set a basis for prioritizing the improvements that will be worked on. This pulls in three elements or concepts of the Theory of Constraints.
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