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SeCtion tWo Change approaches & management tools
PROCESS MODELLING: THEORY OF CONSTRAINTS Description
Process modelling may be used to clarify the range of different views on, and expectations of, current processes. It seeks to visually represent the dynamic interaction between different elements of a system and may be used to engage those involved in discussions about potentially beneficial changes. Process modelling tools are adaptable, can be used in different settings, and may be used as stand-alone diagnostic tools as well as supporting a wide range of interventions such SSM and organisational development. Two principle methodologies are Theory of Constraints (described here) and Process Flow (see previous Tool).
The Theory of Constraints (TOC) seeks to improve interdependent organisational processes. As the overall speed of the process is limited by the slowest step, TOC concentrates on the process as a whole to identify the constraints (‘bottlenecks’) that limit the speed of the process, and then restructures the organisation around these constraints. Changes are made in the light of five focusing steps (below), designed to facilitate a process of ongoing improvement. Constraints may be internal or external to the organisation; the former consisting of problems with equipment, people or policies, and the latter referring to insufficient demand for the product or service.
Use
Stages: The five focusing steps
1. Identify the system constraint(s) preventing the organisation from obtaining more of the goal in a given unit of time;
2. Decide how to address the system's constraint(s)in order to get the most out of the constraint(s);
3. Align the whole system or organisation to support the decision made above;
4. Make the other major changes needed to increase the constraint's capacity; and
5. If in the previous steps a constraint has been removed then, go back to step 1.
(Adapted from Goldratt, 1999)
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