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What is Your Current Constraint?
(What is Your Weak Link?)

Very frequently, the location and character of a system's constraint will define the dynamic of that system at a particular point in time. And that dynamic is characterized by the kinds of symptomatic issues and problems -- the Undesirable Effects -- that make its management a challenging endeavor. This would suggest that we might be able to get a good sense of where today's constraint is by seeing if certain clusters of symptoms exist.

This self-assessment page provides a simplified "quick-and-dirty" approach to help suggest what your current constraint might be. It is not intended to be a perfect vehicle for diagnosis, but rather it's designed to provide some basic direction for thinking about what your current concerns suggest about appropriate steps to address them.

Once you see where your symptoms lead and you've browsed this site to get an overview of possible solutions, you are invited to contact Focused Performance to discuss how you might find TOC useful to break your constraints and unleash hidden capacity and capabilities in your organization.

Select the set of symptoms with which you most closely identify:

Long supplier lead times

Incoming quality problems

Late or unreliable raw material or purchased part deliveries

Raw material shortages

Poor quality

Too many missed or partial shipments to customers

Frequent out-of-stocks on some products

Excess finished goods on others

Frequent periods of high demand on production

Excess returned goods from your channel

Poor on-time performance

Long production lead-times

High WIP and/or finished goods inventory

High overtime

Lots of expediting and rescheduling

Wandering or stationary bottlenecks

Reluctance to take on new business

Projects over budget, not providing planned specs or scope

Too long lead times of projects

Chaotic hoop-jumping and midnight oil-burning to meet project due dates

Reluctance to take on new projects

Difficulty attracting customers

Pressure on pricing and the need to compete on price

Frequent consideration of downsizing due to excess capacity relative to demand

Simply, not enough business

Too much bureaucracy

A "keep your head down" mentality

Lack of initiative

Reluctance to review what we do

Unclear vision and direction

"Can't do" attitudes

Defensive attitudes - questions and concerns perceived as attacks

Lack of clarity of roles

My managers/subordinates don't do their job

Festering, chronic conflicts

. . . and more

Failure is the opportunity to begin again with more intelligience - Henry Ford

Related links:

Operations/Production

Distribution and the Supply Chain

Projects

Marketing

Buy-in

Managing People

TOC Thinking Processes

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You can reach Focused Performance at:
601 Route 206, Suite 26-451, Hillsborough, NJ 08844
Voice: 908-874-8664
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