Bottleneck Process

Bottlenecks in a Process

Magdalena Chavez-Salomon

OPS/571

July 25, 2011

Dr. Louis Carfagno

Bottlenecks in a Process

My previous analysis identified major the time that it was taking me to get ready in the morning for work. Primarily, what takes a large amount of my time in the morning is the time it takes to have my hair done. Although I enjoyed straightening my hair, I would prefer to have it always curled or scrunched up, which takes less time. In this flowchart, I have applied the theory of constraints to identify what constraints I have and identify the bottleneck areas. Although curling or scrunching my hair does not solve the time issue with straightening my hair, it is important that the constraints that I face with curling my hair are not there so that I never have to straighten my hair in the mornings.

The Theory of Constraints

Some of the activities that involved in curling my hair are to always be sure that I have available gel and hairspray and blow-drying my hair with a diffuser. “The underlying premise of the TOC is that every organization or process at any given time, is at least one stumbling block or constraint, which limits its performance and hampers the attainment of its goals” (Hardin, 2009). Therefore, these internal constraints such as: the gel and hairspray and blow-dryer, always need to be in stock and available to make sure I curl or scrunch my hair. Insufficient supplies or equipment that does not work makes the process much more difficult for the process to flow.

Conclusion

As mentioned above, this issue should be greatly reduced by making sure that I have enough material in stock and equipment works. If this does not help, then I would need to continue to identify other constraints causing bottlenecking, and work with the constraint to reduce time in the mornings.

References

Hardin, D. (2009). Goldratt's Theory of Constraints. Bright Hub. Retrieved from

http://www/brighthub.com/office/project-management/articles