When a mid-sized US industrial equipment company realised that the productivity of its engineers were spending less than effective time on value adding activities it initiated a Theory of Constraints Process and found a bottleneck constraint as the engineering and development group had far too many projects underway, few of which were making progress. TOC allowed the firm to cut their active project list by more than 80% down to four projects. The decision provided new visibility into each proje...

BPIR Categories

14.1.5 Analyse performance data.
14.1.6 Communicate and use analysis findings

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