The answer is no, not yet, at least that I have seen. So we need a process …
I have a process for making sure that we are never without toilet paper in any bathroom. Yes, it is a process. Toilet paper rolls do not just magically appear under the sink.
I use a 2 bin system.
Whenever the last roll is taken from the cabinet underneath the sink, leaving just the roll on the holder – that is the signal to retrieve 2 more rolls from storage and put them in the cabinet.
And, here’s the really complicated part. When you remove the last rolls from storage, this is the indication to put “toilet paper” on the shopping list. And the shopping list, of course, is in its standard location with pen for easy, quick additions. (So don’t move it or take the pen.)
Now this process is simple and elegant BUT despite that, it still does not work 100% of the time.
So what does a Theory of Constraints expert do when a process is not working? We collect the reasons why. We then use the biggest occurrence of why’s to improve the process.
The most frequently occurring why I’ve collected so far is “I’m too busy to go replenish toilet paper at the time I pull the last from under the sink.”
So to continue down the process improvement path we have to figure out how to deal with this biggest disruption to our toilet paper supply.
What are your ideas?
This is an example of a Theory of Constraints POOGI process, a Process of On-Going Improvement. And it is a critical part of any system. We use it in the Velocity Scheduling System (our scheduling program for custom job shops).
How can you apply this to one of YOUR processes?
Share your comments, feedback and suggestions by leaving a comment on this post. Really — I want to hear from you!
Wishing you success,
President, Science of Business
P.S. FOR CUSTOM JOB SHOPS ONLY: The next Velocity Scheduling System Coaching Program for custom job shop scheduling and machine shop scheduling starts on Monday June 6.
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