Please respond to both POST1: and POST2: in at least 250 words.
Original Post from this week:
Use your required reading by Moroz, Szkutnik, and Lazanyi (2016) to learn more about the Theory of Constraints and a classical decision-making process. Explain both and apply them to a situation at your work, or to a situation with which you are familiar.
Theory of Constraints
The Theory of Constraints (TOC) is a concept that can be defined as a management philosophy complimenting the idea that all systems, interpersonal, personal, or organizational, will always have at least one constraint. A constraint is something that stops the system from accomplishing itâ€™s primary objective or goal. The TOC included 5 steps (Moroz, Szkutnik, & Lazanyi, 2016):
1 â€“ Identifying the constraint and prioritize them according to impact on the goal
2 â€“ Determine how to exploit the constraint
3 â€“ Subordinate everything else
4 â€“ Elevate the systemâ€™s constraints
5 â€“ Find other constrains and start at step 1 if the constraint being worked on is broken (TOC is a continuous process)
The TOC allows for the overall success of the project by focusing attention to the resources with the highest potential to be affected by the changes in the system. These steps are similar to that of a classical decision-making process where the five distinguishing steps are identifying the decisions situation, formulating the decision problem, building a model of the decision-making, designating decision limits, and them forming the final decision (Moroz, Szkutnik, & Lazanyi, 2016).
The Theory of Constraints process can by applied to my own situation as a newly promoted, Client Advocacy Team manager. I work with several people within my organization as we are beginning to build a client advocacy team and board for client members. This process has been frustrating as not many of the participants understand their parts or even know what is being asked of them. This is the constraints. This constraint could be relieved by simply pulling together all participants to the project, explaining our end goal, and handing out tasks for each stakeholder to ensure they know whatâ€™s expected of them. This would be made a main priority and the constraint could be elevated to individual meetings if certain team members still do not understand their part in order to eliminate this constraint. After elimination, itâ€™s time to find a new constraint to conquer.
Moroz, E., Szkutnik, J., & Lazanyi, K. (2016). Application of the theory of constraints in knowledge management. Management, Enterprise and Benchmarking in the 21st Century, , 205-214. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://s…
In any organization, knowledge is one of the most powerful resources that can be managed. By increasing their knowledge regarding anything that could possibly have a positive or negative impact on the organization a business can aim to improve themselves and safeguard against any possible issues that might arise. One of the more advanced ways of managing knowledge is known as the Theory of Constraints which runs under the assumption that in any system, whether it is personal, business, or anything else, that there is at least one thing holding it back from accomplishing the goals of the system. The Theory of Constraints has five specific steps that are to be followed continuously in order for the system to have the highest probability of success (Moroz, Szkutnik, & Lazanyi, 2016). The steps in the Theory of Constraints are: (1) identification of the different constraints of the system and prioritization on which constraints have the largest impact on the organization, (2) the plan on how to negate those constraints, (3) adjust the system so that every other part of the system will allow the new constraint to operate as well as it possibly could, (4) make it so that nothing can undo the changes that were made and will allow for the complete elimination of that particular constraint, (5) return to step one. The steps involved in Theory of Constraints are similar to the steps involved with classical decision making with the biggest difference being that classical decision making does not necessarily aim to exploit existing constraints. My current role as a project manager with a restaurant equipment supply company makes it so, not in name but in actions, we are constantly working within the Theory of Constraints. It is extremely helpful to use when assessing all of our various projects and the supply chain management that needs to be done on a daily basis. It is not always easy to identify the constraint that is causing shortcomings in a project but once those constraints are identified it is a matter of exploiting that constraint to the betterment of the project and the organization as a whole.
Moroz, E., Szkutnik, J., & Lazanyi, K. (2016). Application of the theory of constraints in knowledge management. Management, Enterprise and Benchmarking in the 21st Century, 205-214.
TOC. (2019). Theory of Constraints Institute. Retrieved on June 25, 2019, from https://www.tocinstitute.org/theory-of-constraints.html