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[QualitiAmo - Stefania]

Su Goying beyond Lean Six Sigma and Balanced Scorecard potete leggere un articolo dal titolo: "Benefiting from Theory of Constraints (TOC)".

Questa è la versione tradotta in italiano con il traduttore automatico di Google.

The output from a system is a function of the whole system, not just individual processes. When the system is viewed as a whole, one realizes that the output is a function of the weakest link. This is the constraint. If care is not exercised, we can be focusing on a subsystem that, even though improved, does not impact the overall system output.

When focus is given to orchestration of efforts, not individual pieces, the overall system can be optimized. However, organization charts lead to workflow by function, which can result in competing forces within the organization. With Theory of Constraints (TOC), systems are viewed as a whole and work activities are directed so the whole system performance measures are improved.

The above is taken from the book “The Integrated Enterprise Excellence System: An Enhanced Unified Approach to Balanced Scorecards, Strategic Planning and Business Improvement“.

This book is one of a four book series shows how to create a culture using an Integrated Enterprise Excellence (IEE) system so that organizations can transition from firefighting to become an orchestrated system for movement toward achievement of the 3 Rs of business.

IEE described in this book takes the tools of Lean and Six Sigma to the enterprise business system. In this system, TOC is used in a business analyze phase for the identification of projects that benefit the business as a whole. This system goes beyond the Balanced Scorecard, where value chain metric improvement needs pull for the creation of projects that benefit the business as a whole.