A series of 5-minute posts on applying principles of flow to knowledge work If I asked you to tell me how many minutes it takes you to get to work, what would you say? To view this post, become a Praxis member. You can join for $10 per month or $100 per year. Members get
A series of 5-minute posts on applying principles of flow to knowledge work Previously, I described how to go about subordinating the non-constraints of an organization in order to maximize its throughput. The next step, #4 in the Five Focusing Steps, is to elevate (or relieve) the constraint itself: Identify the constraint Optimize the constraint
A series of 5-minute posts on applying principles of flow to knowledge work Previously, I described how to go about optimizing the constraint in an organization. The next step, #3 in the Five Focusing Steps, is to subordinate the work of all other employees to that constraint: Identify the constraint Optimize the constraint Subordinate the
A series of 5-minute posts on applying principles of flow to knowledge work In the previous post, I described how to go about identifying the constraint in a knowledge work organization. The next step, #2 in the Five Focusing Steps, is to optimize that constraint: Identify the constraint Optimize the constraint Subordinate the non-constraints Elevate
A series of 5-minute posts on applying principles of flow to knowledge work In the previous post, I introduced the Five Focusing Steps, used to improve any system of value creation: Identify the constraint Optimize the constraint Subordinate the non-constraints Elevate the constraint Return to step 1 But what does it actually look like to
A series of 5-minute posts on applying principles of flow to knowledge work In the previous post, I told the story of a software engineering team at Microsoft who used the Theory of Constraints to produce dramatic improvements in productivity. But I hope something bothered you: how exactly did they know which changes to make?