In the book, a variety of steps are taken to "elevate" and circumvent the bottlenecks. This is where the results start showing up on the bottom line. Soon the plant can actually use information from the bottleneck to do an effective job of scheduling work and (for the first time) reliably predicting when orders will be ready to ship.
Don't be afraid to have resources idle. It's better than putting them to work producing excess inventory that you can't sell.
Decrease the unit of work. If you've got people idle, you can afford to have them do their work in smaller chunks. Under a cost-accounting model, this hurts their "efficiency" by removing certain economies of scale. But you have much faster turn-around time. Everyone's more flexible. Work flows more smoothly.
The Goal View More »