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"There are five focusing steps which Sensei Goldratt describes in The Goal: Step 1 is to identify the constraint. You've done that, so congratulations. Keep challenging yourself to really make sure that's your organizational constraint, because if you're wrong, nothing you do will matter. Remember, any improvement not made at the constraint is just an illusion, yes? "Step 2 is to exploit the constraint," he continues. "In other words, make sure that the constraint is not allowed to waste any time. Ever. It should never be waiting on any other resource for anything, and it should always be working on the highest priority commitment the it Operations organization has made to the rest of the enterprise. Always."

"Dr. Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.

What is the "slowest hiker" in your job or your life? What is the obstacle that is keeping you back from achieving what really matters to you? By systematically identifying and removing this "constraint" you'll be able to significantly reduce the friction keeping you from executing what is essential.

That's why I was so happy with our new method, timing the release of material according to the bottlenecks' consumption.

STEP 1. Identify the system's bottlenecks. (After all it wasn't too difficult to identify the oven and the NCX10 as the bottlenecks of the plant.) STEP 2. Decide how to exploit the bottlenecks. (That was fun. Realizing that those machines should not take a lunch break, etc.) STEP 3. Subordinate everything else to the above decision. (Making sure that everything marches to the tune of the constraints. The red and green tags.) STEP 4. Elevate the system's bottlenecks. (Bringing back the old Zmegma, switching back to old, less "effective" routings. . . .) STEP 5. If, in a previous step, a bottleneck has been broken go back to step 1.

how do we optimize the use of the bottlenecks? There are two principal themes on which you need to concentrate . . . "First, make sure the bottlenecks' time is not wasted," he says. "How is the time of a bottleneck wasted? One way is for it to be sitting idle during a lunch break. Another is for it to be processing parts which are already defective--or which will become defective through a careless worker or poor process control. A third way to waste a bottleneck's time is to make it work on parts you don't need."