A dam releasing water is an  example of flow through a constraint.

A dam releasing water is an example of flow through a constraint.

The Theory of Constraints (ToC), as defined by Eli Goldratt in the book The Goal (1984), is an important concept that shapes how we measure and improve processes.  ToC takes a systems thinking approach to understanding and improving processes. A simple explanation of ToC is that the output of any system or process is limited by a very small number of constraints within the process. Kanban is a technique to visualize a process, manage the flow of work through the process and to continually tune the process to maximize flow that can help you identify the constraints. There are three critical points from the ToC to remember when leveraging Kanban as a process improvement tool.

  1. All systems are limited by a small number of constraints. At any specific point in time, as work items flows through a process, the rate of flow is limited by the most significant constrained step or steps. For example, consider the TSA screening process in an Untied States airport. A large number of people stream into the queue, a single person checks their ID and ticket, passes them to another queue where people prepare for scanning, and then both people and loose belongings are scanned separately, are cleared or are rescanned, and finally the screened get to reassemble their belongings (try doing that fast). The constraint in the flow is typically processing people or their belongings through the scanner. Flow can’t be increased by adding more people to check IDs because that is not typically the constraint in the flow. While each step in a process can act as a constraint based on the amount of work a process is asked to perform or if a specific circumstance occurs (the ID checker has to step away and is not replaced, thereby shutting down the line), however, at any one time the flow of work is generally limited by one or just a few constraints.
  2. There is always at least one constraint in a process. No step is instantly and infinitely scalable. As the amount of work a is being called on to perform ebbs and flows there will be at least one constraint in the flow. When I was very young my four siblings and I would all get up to go to school roughly at the same time. My mother required us to brush our teeth just before leaving for school. The goal was to get our teeth cleaned and out of the bathroom so that we could catch the bus as quickly as possible. We all had a brush and there was plenty of room in the bathroom, however there was only one tube of toothpaste (constraint). One process improvement I remember my mother trying was to buy more tubes of toothpaste, which caused a different problem to appear when we began discussing who’s tube was who’s (another constraint). While flow was increased, a new constraint emerged. We never found the perfect process, although we rarely missed the bus.
  3. Flow can only be increased by increasing the flow through a constraint. Consider drinking a milkshake through a straw. In order to increase the amount of liquid we get in our mouth we need to either suck on the straw harder (and that will only work until the straw collapses), change the process or to increase capacity of the straw. In the short-run sucking harder might get a bit more milkshake through the straw but if done for any length of time the additional pressure will damage the “system.”  In the long run the only means to increase flow is either change the size of the straw or change the process by drinking directly from the glass. In all cases to get more milkshake into our mouth we need to make a change so that more fluid gets through the constraint in the process.

The Theory of Constraints provides a tool to think about the flow of work from the point of view of the constraints within the overall process (systems thinking).  In most process, just pushing harder doesn’t increase the output of a process beyond some very limited, short-term improvement. In order to increase the long-term flow of work through a process we need identify and remove the constraints that limit the flow of value.

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