How's your improvement effort working for you? If you're like many companies, you've invested lots of money in training, but you're not seeing much hit the bottom line. Like any other investment you expected a fast and acceptable ROI, but it isn't happening. Maybe your investment was in Six Sigma and you've trained hundreds of people to become green belts and black belts? Maybe you've invested a large sum on money training people on Lean Manufacturing? Or maybe you've gone the Lean Six Sigma route? So why aren't you seeing an acceptable return on investment? You know improvements are happening because you see the improvement reports, but you're just not seeing the return on investment that you expected.
I too experienced this dilemma, so I decided to analyze the results of failed and successful improvement initiatives. What I found changed my approach forever. What I discovered was that it was all about focus and leverage. By knowing where to focus my improvement efforts transformed me. In doing so, I discovered something called The Theory of Constraints (TOC). TOC teaches us that within a company there are leverage points that truly control the rate of money generated by a company. Sometimes these leverage points are physical bottlenecks, but sometimes they are policies that prevent us from realizing our true profit potential. Over the course of the next few months, I'm going to demonstrate exactly how TOC can work for you. I'm going to show you how to use the power of TOC to truly jump-start you improvement efforts. Better yet, I'm going to help you turn all of those training $'s (or whatever currency you use) into immediate profits and then show you how to sustain your efforts over the long haul.