Theory of Constraints 101

Theory of Constraints 110: Elevating the Constraint

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

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Theory of Constraints 109: The Psychology of Subordination

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

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Theory of Constraints 108: Optimizing the Constraint

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

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Theory of Constraints 107: Identifying the Constraint

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

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Theory of Constraints 106: The Five Focusing Steps

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?

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