the theory of constraints principles outlined are not applicable to what type of​ processes

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Theory of Constraints (TOC)

THE Big IDEA

Every procedure has a constraint (bottleneck) and focusing improvement efforts on that constraint is the fastest and most constructive path to improved profitability.

WHAT IS THE THEORY OF CONSTRAINTS?

The Theory of Constraints is a methodology for identifying the nigh important limiting factor (i.e., constraint) that stands in the fashion of achieving a goal and and so systematically improving that constraint until information technology is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck.

The Theory of Constraints takes a scientific approach to comeback. It hypothesizes that every complex system, including manufacturing processes, consists of multiple linked activities, one of which acts every bit a constraint upon the entire system (i.east., the constraint activity is the "weakest link in the concatenation").

Then what is the ultimate goal of well-nigh manufacturing companies? To brand a profit – both in the short term and in the long term. The Theory of Constraints provides a powerful set of tools for helping to achieve that goal, including:

• The 5 Focusing Steps: a methodology for identifying and eliminating constraints
• The Thinking Processes: tools for analyzing and resolving issues
• Throughput Accounting: a method for measuring performance and guiding management decisions

Dr. Eliyahu Goldratt conceived the Theory of Constraints (TOC), and introduced information technology to a wide audience through his bestselling 1984 novel, "The Goal". Since so, TOC has continued to evolve and develop, and today information technology is a significant factor within the earth of management all-time practices.

I of the appealing characteristics of the Theory of Constraints is that it inherently prioritizes improvement activities. The top priority is always the current constraint. In environments where at that place is an urgent demand to improve, TOC offers a highly focused methodology for creating rapid improvement.

A successful Theory of Constraints implementation will have the following benefits:

• Increased Profit: the main goal of TOC for most companies
• Fast Improvement: a result of focusing all attention on one critical area – the system constraint
• Improved Capacity: optimizing the constraint enables more product to exist manufactured
• Reduced Lead Times: optimizing the constraint results in smoother and faster product menses
• Reduced Inventory: eliminating bottlenecks means there will be less work-in-process

Nuts OF TOC

Core Concept

The cadre concept of the Theory of Constraints is that every procedure has a single constraint and that total process throughput tin can only be improved when the constraint is improved. A very of import corollary to this is that spending time optimizing non-constraints will non provide significant benefits; merely improvements to the constraint will further the goal (achieving more profit).

Thus, TOC seeks to provide precise and sustained focus on improving the current constraint until information technology no longer limits throughput, at which betoken the focus moves to the next constraint. The underlying ability of TOC flows from its ability to generate a tremendously strong focus towards a single goal (turn a profit) and to removing the master impediment (the constraint) to achieving more of that goal. In fact, Goldratt considers focus to exist the essence of TOC.

The Five Focusing Steps

The Theory of Constraints provides a specific methodology for identifying and eliminating constraints, referred to equally the 5 Focusing Steps. As shown in the following diagram, it is a cyclical process.

The Theory of Constraints uses a process known as the Five Focusing Steps to identify and eliminate constraints (i.e., bottlenecks).

The Five Focusing Steps are further described in the post-obit tabular array.

Step	Objective
Identify	Identify the electric current constraint (the unmarried part of the procedure that limits the rate at which the goal is achieved).
Exploit	Brand quick improvements to the throughput of the constraint using existing resources (i.due east., make the most of what yous have).
Subordinate	Review all other activities in the process to ensure that they are aligned with and truly support the needs of the constraint.
Elevate	If the constraint still exists (i.eastward., it has not moved), consider what farther actions can be taken to eliminate information technology from being the constraint. Normally, deportment are continued at this step until the constraint has been "cleaved" (until it has moved somewhere else). In some cases, capital investment may be required.
Repeat	The Five Focusing Steps are a continuous improvement cycle. Therefore, once a constraint is resolved the next constraint should immediately be addressed. This step is a reminder to never get complacent – aggressively meliorate the current constraint…and then immediately motility on to the next constraint.

The Thinking Processes

The Theory of Constraints includes a sophisticated problem solving methodology called the Thinking Processes. The Thinking Processes are optimized for complex systems with many interdependencies (e.grand., manufacturing lines). They are designed every bit scientific "crusade and outcome" tools, which strive to first place the root causes of undesirable effects (referred to as UDEs), and so remove the UDEs without creating new ones.

The Thinking Processes are used to answer the following three questions, which are essential to TOC:

• What needs to be changed?
• What should information technology be inverse to?
• What actions volition cause the change?

Examples of tools that take been formalized equally part of the Thinking Processes include:

Tool	Role	Description
Electric current Reality Tree	Documents the electric current state.	Diagram that shows the current state, which is unsatisfactory and needs improvement. When creating the diagram, UDEs (symptoms of the problem) are identified and traced back to their root cause (the underlying problem).
Evaporating Cloud Tree	Evaluates potential improvements.	Diagram that helps to identify specific changes (chosen injections) that eliminate UDEs. It is particularly useful for resolving conflicts between different approaches to solving a trouble. It is used as part of the process for progressing from the Current Reality Tree to the Future Reality Tree.
Hereafter Reality Tree	Documents the future land.	Diagram that shows the future state, which reflects the results of injecting changes into the organisation that are designed to eliminate UDEs.
Strategy and Tactics Tree	Provides an activeness programme for improvement.	Diagram that shows an implementation program for achieving the future state. Creates a logical structure that organizes cognition and derives tactics from strategy. Note: this tool is intended to replace the formerly used Prerequisite Tree in the Thinking Processes.

Throughput Accounting

Throughput Accounting is an alternative accounting methodology that attempts to eliminate harmful distortions introduced from traditional accounting practices – distortions that promote behaviors contrary to the goal of increasing profit in the long term.

In traditional accounting, inventory is an asset (in theory, it can be converted to cash by selling information technology). This often drives undesirable behavior at companies – manufacturing items that are not truly needed. Accumulating inventory inflates assets and generates a "paper profit" based on inventory that may or may non ever be sold (e.yard., due to obsolescence) and that incurs cost every bit information technology sits in storage. The Theory of Constraints, on the other hand, considers inventory to be a liability – inventory ties up cash that could be used more productively elsewhere.

"The Theory of Constraints, on the other paw, considers inventory to be a liability – inventory ties upwards cash that could be used more productively elsewhere.

In traditional bookkeeping, there is also a very stiff accent on cutting expenses. The Theory of Constraints, on the other manus, considers cut expenses to be of much less importance than increasing throughput. Cut expenses is limited by reaching zilch expenses, whereas increasing throughput has no such limitations.

These and other conflicts result in the Theory of Constraints emphasizing Throughput Accounting, which uses as its core measures: Throughput, Investment, and Operating Expense.

Core Measures	Definition
Throughput	The charge per unit at which customer sales are generated less truly variable costs (typically raw materials, sales commissions, and freight). Labor is not considered a truly variable cost unless pay is 100% tied to pieces produced.
Investment	Money that is tied upwardly in physical things: product inventory, machinery and equipment, real estate, etc. Formerly referred to in TOC equally Inventory.
Operating Expense	Money spent to create throughput, other than truly variable costs (east.g., payroll, utilities, taxes, etc.). The toll of maintaining a given level of capacity.

In improver, Throughput Accounting has four key derived measures: Net Profit, Return on Investment, Productivity, and Investment Turns.

Net Turn a profit = Throughput − Operating Expenses

Return on Investment = Cyberspace Profit / Investment

Productivity = Throughput / Operating Expenses

Investment Turns = Throughput / Investment

In general, management decisions are guided by their event on achieving the following improvements (in order of priority):

• Will Throughput be increased?
• Will Investment exist reduced?
• Will Operating Expenses be reduced?

The strongest emphasis (by far) is on increasing Throughput. In essence, TOC is saying to focus less on cutting expenses (Investment and Operating Expenses) and focus more on building sales (Throughput).

Drum-Buffer-Rope

Drum-Buffer-Rope (DBR) is a method of synchronizing production to the constraint while minimizing inventory and work-in-process.

The "Drum" is the constraint. The speed at which the constraint runs sets the "crush" for the process and determines total throughput.

The "Buffer" is the level of inventory needed to maintain consequent production. It ensures that cursory interruptions and fluctuations in non-constraints do non affect the constraint. Buffers correspond fourth dimension; the amount of time (usually measured in hours) that piece of work-in-process should arrive in advance of being used to ensure steady functioning of the protected resource. The more variation in that location is in the process the larger the buffers need to be. An culling to large buffer inventories is sprint capacity (intentional overcapacity) at not-constraints. Typically, at that place are 2 buffers:

• Constraint Buffer: immediately before the constraint; protects the constraint
• Customer Buffer: at the very terminate of the process; protects the shipping schedule

The "Rope" is a signal generated by the constraint indicating that some amount of inventory has been consumed. This in plow triggers an identically sized release of inventory into the process. The part of the rope is to maintain throughput without creating an aggregating of excess inventory.

THE NATURE OF CONSTRAINTS

What are Constraints?

Constraints are anything that prevents the arrangement from making progress towards its goal. In manufacturing processes, constraints are often referred to as bottlenecks. Interestingly, constraints can take many forms other than equipment. There are differing opinions on how to best categorize constraints; a common approach is shown in the following table.

Constraint	Description
Physical	Typically equipment, but can too exist other tangible items, such as fabric shortages, lack of people, or lack of space.
Policy	Required or recommended means of working. May be informal (e.g., described to new employees as "how things are done hither"). Examples include visitor procedures (e.grand., how lot sizes are calculated, bonus plans, overtime policy), marriage contracts (e.g., a contract that prohibits cantankerous-training), or government regulations (e.k., mandated breaks).
Paradigm	Deeply engrained beliefs or habits. For example, the belief that "we must always go on our equipment running to lower the manufacturing cost per piece". A close relative of the policy constraint.
Market	Occurs when production capacity exceeds sales (the external marketplace is constraining throughput). If there is an effective ongoing application of the Theory of Constraints, eventually the constraint is likely to move to the marketplace.

There are likewise differing opinions on whether a organisation tin accept more than one constraint. The conventional wisdom is that nearly systems have 1 constraint, and occasionally a system may take two or three constraints.

In manufacturing plants where a mix of products is produced, it is possible for each product to have a unique manufacturing path and the constraint may "move" depending on the path taken. This surroundings can be modeled equally multiple systems – ane for each unique manufacturing path.

Policy Constraints

Policy constraints deserve special mention. It may come up equally a surprise that the nigh mutual form of constraint (past far) is the policy constraint.

Since policy constraints ofttimes stem from long-established and widely accepted policies, they tin can be particularly difficult to identify and even harder to overcome. It is typically much easier for an external political party to place policy constraints, since an external party is less likely to have existing policies for granted.

When a policy constraint is associated with a firmly entrenched paradigm (eastward.g., "we must ever keep our equipment running to lower the manufacturing cost per piece"), a significant investment in training and coaching is probable to be required to change the prototype and eliminate the constraint.

Policy constraints are not addressed through application of the Five Focusing Steps. Instead, the iii questions discussed earlier in the Thinking Processes section are applied:

• What needs to be inverse?
• What should information technology exist inverse to?
• What actions will crusade the modify?

The Thinking Processes are designed to effectively work through these questions and resolve conflicts that may arise from irresolute existing policies.

TOC Instance

An excellent way to deepen your understanding of the Theory of Constraints is to walk through a uncomplicated implementation instance. In this example, the Five Focusing Steps are used to identify and eliminate an equipment constraint (i.e., bottleneck) in the manufacturing process.

Step One – Identify the Constraint

In this footstep, the manufacturing procedure is reviewed to place the constraint. A simple but frequently effective technique is to literally walk through the manufacturing process looking for indications of the constraint.

Item	Clarification
WIP	Look for large accumulations of piece of work-in-process on the plant floor. Inventory oft accumulates immediately before the constraint.
Expedite	Look for areas where process expeditors are frequently involved. Special attention and handholding are often needed at the constraint to ensure that critical orders are completed on fourth dimension.
Bike Fourth dimension	Review equipment performance data to determine which equipment has the longest boilerplate bike time. Accommodate out time where the equipment is non operating due to external factors, such as being starved by an upstream process or blocked by a downstream process. Although such fourth dimension affects throughput, the fourth dimension loss is usually not caused or controlled by the starved/blocked equipment.
Demand	Enquire operators where they call up equipment is not keeping upwards with need. Pay shut attention to these areas, but also wait for other supporting indicators.

The deliverable for this stride is the identification of the unmarried slice of equipment that is constraining process throughput.

Step 2 – Exploit the Constraint

In this step, the objective is to make the virtually of what yous take – maximize throughput of the constraint using currently available resource. The line betwixt exploiting the constraint (this step) and elevating the constraint (the fourth step) is non always articulate. This step focuses on quick wins and rapid relief; leaving more than complex and substantive changes for later.

Item	Description
Buffer	Create a suitably sized inventory buffer immediately in front end of the constraint to ensure that it can continue operating fifty-fifty if an upstream process stops.
Quality	Cheque quality immediately before the constraint so only known expert parts are candy by the constraint.
Continuous Operation	Ensure that the constraint is continuously scheduled for operation (east.g., operate the constraint during breaks, approve overtime, schedule fewer changeovers, cross-train employees to ensure there are always skilled employees bachelor for operating the constraint).
Maintenance	Move routine maintenance activities outside of constraint production time (e.m., during changeovers).
Offload (Internal)	Offload some constraint work to other machines. Even if they are less efficient, the improved system throughput is likely to improve overall profitability.
Offload (External)	Offload some piece of work to other companies. This should exist a last resort if other techniques are not sufficient to salvage the constraint.

The deliverable for this step is improved utilization of the constraint, which in plough will result in improved throughput for the process. If the actions taken in this step "break" the constraint (i.e., the constraint moves) jump ahead to Stride Five. Otherwise, continue to Step Iii.

Step Three – Subordinate and Synchronize to the Constraint

In this stride, the focus is on non-constraint equipment. The chief objective is to back up the needs of the constraint (i.eastward., subordinate to the constraint). Efficiency of non-constraint equipment is a secondary concern every bit long as constraint operation is not adversely impacted.

By definition, all not-constraint equipment has some degree of excess chapters. This excess chapters is a virtue, as it enables smoother operation of the constraint. The manufacturing process is purposely unbalanced:

Item	Description
Upstream	Upstream equipment has excess capacity that ensures that the constraint buffer is continuously filled (merely not overfilled) and so that the constraint is never "starved" by the upstream process.
Downstream	Downstream equipment has backlog capacity that ensures that material from the constraint is continually processed and so the constraint is never "blocked" by the downstream procedure.

Some useful techniques for this stride include:

Particular	Description
DBR	Implement DBR (Drum-Buffer-Rope) on the constraint as a fashion of synchronizing the manufacturing process to the needs of the constraint.
Priority	Subordinate maintenance to the constraint by ensuring that the constraint is always the highest priority for maintenance calls.
Sprint	Add dart capacity to not-constraint equipment to ensure that interruptions to their operation (east.g., breakdowns or material changes) can chop-chop be start by faster operation and additional output.
Steady Performance	Operate non-constraint equipment at a steady pace to minimize stops. Frequent inertial changes (i.e., stops and speed changes) tin can increment wear and result in breakdowns.

The deliverable for this step is fewer instances of constraint operation being stopped by upstream or downstream equipment, which in plow results in improved throughput for the process. If the deportment taken in this footstep "break" the constraint (i.e., the constraint moves) jump ahead to Pace Five. Otherwise, proceed to Pace Four.

Step Iv – Elevate Performance of the Constraint

In this step, more than substantive changes are implemented to "break" the constraint. These changes may necessitate a significant investment of fourth dimension and/or money (e.g., adding equipment or hiring more staff). The key is to ensure that all such investments are evaluated for effectiveness (preferably using Throughput Accounting metrics).

Item	Description
Performance Data	Use operation information (due east.thousand., Overall Equipment Effectiveness metrics plus downtime analytics) to identify the largest sources of lost productive time at the constraint.
Summit Losses	Target the largest sources of lost productive fourth dimension, one-past-i, with cross-functional teams.
Reviews	Implement ongoing found floor reviews within shifts (a technique called Short Interval Control) to identify tactical deportment that volition improve constraint performance.
Setup Reduction	Implement a setup reduction program to reduce the amount of productive time lost to changeovers.
Updates/Upgrades	Evaluate the constraint for potential design updates and/or component upgrades.
Equipment	Purchase additional equipment to supplement the constraint (a concluding resort).

The deliverable for this footstep is a significant enough performance improvement to interruption the constraint (i.eastward., motion the constraint elsewhere).

Step Five – Repeat the Process

In this step, the objective is to ensure that the Five Focusing Steps are not implemented as a one-off improvement projection. Instead, they should exist implemented as a continuous improvement process.

Item	Description
Constraint Cleaved	If the constraint has been cleaved (the normal case), recognize that there is a new constraint. Finding and eliminating the new constraint is the new priority (restart at Footstep One).
Constraint Not Broken	If the constraint has not been cleaved, recognize that more work is required, and a fresh look needs to be taken, including verifying that the constraint has been correctly identified (restart at Step One).

This step also includes a circumspection…beware of inertia. Remain vigilant and ensure that comeback is ongoing and continuous. The V Focusing Steps are kind of like "Whac-A-Mole"…pound one constraint down and so move right on to the next!

INTEGRATING WITH LEAN

Contrasting Theory of Constraints and Lean Manufacturing

The Theory of Constraints and Lean Manufacturing are both systematic methods for improving manufacturing effectiveness. However, they accept very different approaches:

• The Theory of Constraints focuses on identifying and removing constraints that limit throughput. Therefore, successful awarding tends to increase manufacturing capacity.
• Lean Manufacturing focuses on eliminating waste from the manufacturing process. Therefore, successful application tends to reduce manufacturing costs.

Both methodologies have a stiff customer focus and are capable of transforming companies to exist faster, stronger, and more active. Nonetheless, there are significant differences, as highlighted in the following tabular array.

What?	Theory of Constraints	Lean Manufacturing
Objective	Increase throughput.	Eliminate waste.
Focus	Atypical focus on the constraint (until it is no longer the constraint).	Broad focus on the emptying of waste from the manufacturing process.
Result	Increased manufacturing capacity.	Reduced manufacturing cost.
Inventory	Maintain sufficient inventory to maximize throughput at the constraint.	Eliminate near all inventory.
Line Balancing	Create imbalance to maximize throughput at the constraint.	Create balance to eliminate waste (excess capacity).
Pacing	Constraint sets the pace (Pulsate-Buffer-Rope).	Customer sets the pace (Takt Fourth dimension).

From the perspective of the Theory of Constraints, it is more practical and less expensive to maintain a degree of excess chapters for non-constraints (i.due east., an intentionally unbalanced line) than to try to eliminate all sources of variation (which is necessary to efficiently operate a counterbalanced line). Eliminating variation is still desirable in TOC; it is only given less attention than improving throughput.

Combining Theory of Constraints and Lean Manufacturing

One of the most powerful aspects of the Theory of Constraints is its light amplification by stimulated emission of radiation-like focus on improving the constraint. While Lean Manufacturing can be focused, more typically it is implemented as a wide-spectrum tool.

In the real world, there is e'er a demand to compromise, since all companies have finite resources. Not every attribute of every process is truly worth optimizing, and not all waste material is truly worth eliminating. In this light, the Theory of Constraints tin can serve as a highly effective machinery for prioritizing improvement projects, while Lean Manufacturing tin can provide a rich toolbox of comeback techniques. The result – manufacturing effectiveness is significantly increased by eliminating waste matter from the parts of the organization that are the largest constraints on opportunity and profitability.

While Lean Manufacturing tools and techniques are primarily practical to the constraint, they can also be practical to equipment that is subordinated to the constraint (due east.k., to equipment that starves or blocks the constraint; to mail service-constraint equipment that causes quality losses).

The residual of this section describes how to apply a range of Lean Manufacturing tools and techniques to the 5 Focusing Steps.

The Five Focusing Steps of the Theory of Constraints can apply established lean manufacturing tools as shown in the above diagram.

Applying Lean Tools to "Identify the Constraint"

Lean Manufacturing provides an excellent tool for visually mapping the flow of product (Value Stream Mapping) too as a philosophy that promotes spending time on the establish flooring (Gemba).

Lean Tool	Description
Value Stream Mapping	Value Stream Mapping (VSM) visually maps the menses of production (current and future states) using a defined prepare of symbols and techniques. Provides a foundation from which to piece of work when identifying the constraint. For example, the cycle time of each stage can be marked on the map. Engages teams and useful for problem solving exercises. Helpful for documenting circuitous processes.
Gemba	Gemba encourages leaving the office to spend time on the plant floor. This promotes a deep and thorough understanding of real-world manufacturing bug – past offset-manus observation and by talking with plant flooring employees. Walking the plant floor, observing production, and interacting with employees can be a very constructive manner to gather information that helps identify the constraint.

Applying Lean Tools to "Exploit the Constraint"

Lean Manufacturing strongly supports the idea of making the most of what y'all have, which is also the underlying theme for exploiting the constraint. For case, lean teaches to organize the piece of work expanse (5S), to motivate and empower employees (Visual Factory/Andon), to capture best practices (Standardized Work), and to brainstorm incremental ideas for improvement (Kaizen).

Lean Tool	Description
5S	5S is a program for eliminating the waste material that results from a poorly organized piece of work expanse. It consists of five elements: Sort (eliminate that which is not needed), Straighten (organize the remaining items), Shine (clean and inspect the expanse), Standardize (create standards for 5S), and Sustain (consistently apply the standards). Creates a foundation for improve performance at the constraint. Enables faster identification of emerging issues at the constraint. Results in increased motivation and pride (from the improved work environment).
Visual Factory / Andon	Visual Factory is a strategy for conveying information through easily seen establish floor visuals. Andons are visual displays that indicate product status and enable operators to bring immediate attending to issues – so they can be instantly addressed. Displays constraint product metrics in existent time – a powerful motivator. Reduces reaction time to stoppages past instantly alerting operators to intervene. Empowers operators to phone call immediate attention to problems at the constraint. Increases focus by using visuals to reinforce the importance of the constraint.
Standardized Work	Standardized Piece of work captures best practices in work surface area documents that are consistently applied by all operators and that are kept up-to-date with the current best practices. Improves throughput by consistently applying best practices at the constraint. Reduces variation by applying standardized procedures at the constraint. Ensures that all operators setup and run the constraint in a repeatable mode.
Kaizen	Kaizen provides a framework for employees to piece of work in small groups that propose and implement incremental improvements for the manufacturing process. It combines the collective talents of a visitor to create an engine for continuous comeback. Provides a proven machinery for generating ideas on how to exploit the constraint. Identifies "quick win" opportunities for improving throughput of the constraint. Engages operators to piece of work as a team and to recollect critically well-nigh their work.

Applying Lean Tools to "Subordinate to the Constraint"

Lean Manufacturing techniques for regulating flow (Kanban) and synchronizing automated lines (Line Control) can exist applied towards subordinating and synchronizing to the constraint.

Lean Tool	Description
Kanban	Kanban is a method for regulating the catamenia of materials, which provides for automatic replenishment through signal cards that bespeak when more materials are needed. Offers simple visual techniques for controlling the flow of materials. Synchronizes fabric usage at the constraint with cloth usage in the upstream process past decision-making when new materials are released into the process.
Line Command	Line Control is a sophisticated technique used with synchronous automatic lines, such as FMCG (Fast Moving Consumer Goods) lines, which slaves non-constraint equipment to the constraint in such a way equally to increment overall organisation throughput. Provides an constructive alternative to traditional Drum-Buffer-Rope for FMCG lines. Optimizes constraint and non-constraint running speeds to maximize throughput and reduce the frequency of minor stops. Reduces startup delays on the constraint by synchronizing equipment startup.

Applying Lean Tools to "Elevate the Constraint"

Lean Manufacturing techniques for proactively maintaining equipment (TPM), dramatically reducing changeover times (SMED), building defect detection and prevention into product processes (Poka-Yoke), and partially automating equipment (Jidoka) all accept straight application when elevating the constraint. TPM and SMED tin also be viewed every bit exploitation techniques (maximizing throughput using currently available resource); yet, they are fairly complex and are likely to do good from working with exterior experts.

Lean Tool	Clarification
TPM	TPM (Total Productive Maintenance) offers a holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of the constraint (increasing up time, reducing wheel times, and eliminating defects). Reduces the frequency of constraint breakdowns and pocket-sized stops. Provides operators with a stronger feeling of "ownership" for their equipment. Enables nigh maintenance to be planned and scheduled for not-production time. Targets quality issues by finding and removing the root causes of defects.
SMED	SMED (Single-Minute Commutation of Die) is a method for dramatically reducing changeover fourth dimension at the constraint. Every bit many steps every bit possible are converted to external (performed while the process is running) and remaining steps are streamlined (e.g., bolts and transmission adjustments are eliminated). Increases usable product time at the constraint. Enables smaller lot sizes, resulting in improved responsiveness to customer demand. Enables smoother startups, since a simplified and standardized changeover process improves quality and consistency.
Poka-Yoke	Poka-Yoke (likewise referred to equally "mistake proofing") designs defect detection and prevention into equipment with the goal of achieving zero defects. Reduces the number of defects (which is also very of import postal service-constraint). Enables the operator to spend more time on Autonomous Maintenance.
Jidoka	Jidoka means "intelligent automation" or "automation with a human touch". It recognizes that partial automation is significantly less expensive than full automation. Jidoka also emphasizes automatic stoppage of equipment when defects are detected. In some cases, the constraint cannot be broken without significant capital investment. Jidoka can provide valuable guidance on equipment blueprint and upgrades.

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