1. How to better exploit (not waste) a company’s scarcest resource
Management Attention
Dr. Alan Barnard
CEO, Goldratt Research Labs
23rd October, 2013

2. IMPROVEMENT CHALLENGES
What makes improving productivity so difficult…
Challenge 1: Achieving Growth AND Stability and Harmony
Stakeholder’s Conflict
Growth
Satisfy
Growth in
Demand
Disharmony
Be
Successful
Maintain
Stability /
Harmony
GOAL
PERFORMANCE
Pressure
to Change
Constraint
Stability
Harmony
Pressure to
Not Change
What Next?
Decay
Past
Now
Future
TACTICS
STRATEGIES
TIME
Challenge 2: Ensuring every Local Change = System Improvement


WHY?
How can Goldratt’s Theory of Constraints help overcome these challenges?
© Goldratt Research Labs, 2013
Slide 2

3. Presentation outline
1. What is Theory of Constraints (TOC)?
•
TOC’s Five Focusing Steps (5FS)
•
TOC’s Throughput Accounting (TA)
2. Using TOC to measure and improve
Management Productivity
3. Using TOC to measure and improve
Operational Productivity
4. Case Studies
5. Q&A
© Goldratt Research Labs, 2013
Slide 3

4. Part 1
What is
Theory of Constraints?
Knowing What to Change…and What NOT
© Goldratt Research Labs, 2013
Slide 4

5. What is Theory of Constraints?
Dr. Eli Goldratt (1947-2011) said that we can summarize
Theory of Constraints with a single word...
FOCUS
However, FOCUS do not only mean knowing what we should DO,
but as importantly, what we should NOT DO…
because…
Focusing on everything is synonymous with not focusing on anything.
1984
1986
1990
1994
1997
1999
2000
© Goldratt Research Labs, 2013
2009
2010
Slide 5
2010

6. WHAT IS THEORY OF CONSTRAINTS?
Knowing “WHAT TO CHANGE” - The 5 Focusing Steps of TOC…
“A chain is only as strong as its weakest link”
Step 0: Agree on the System GOAL
Step 1: IDENTIFY the System Constraint (WEAKEST LINK)
Step 2: Decide how to better EXPLOIT (not Waste) the System Constraint
Step 3: SUBORDINATE everything to the above decision (CHANGE only those RULES – policies &
measurements in conflict with decision on how to better exploit/not waste system constraint)
Step 4: ELEVATE the Constraint (get more of it)
Step 5: WARNING!!!! If in a previous step the constraint has moved, GO BACK to Step 1, - do not let
inertia become the constraint. (However, try not to reach Step 5 else you have to change rules)
Supply
Step 1
IDENTIFY the
Constraint
15/hr
12/hr
12/hr
10/hr
Step 3
Step 2
SUBORDINATE
Decide How to
EXPLOIT the constraint everything to this decision
GOAL 
EXPLOIT potential
for more Goal Units
PROTECT current
level of Constraint
Exploitation
↓ Overproduction / Multiitasking
↓ Rework
↓ Starvation/Blockage
↓ Setups/Downtime
Current level of
Constraint
Exploitation
+ VE
+ VE
Change
- VE
GOAL 
New Constraint
Exploitation Rules
Demand
Step 4
Elevate the Constraint
GOAL 
+ VE
Protective Capacity
New level of
Constraint
Exploitation
+ VE
Change
NOT
- VE
Elevate
NOT
- VE
13/hr
- VE
GOAL 
New Constraint
Elevation Rules
Step 5
If a constraint has been broken, Go back to Step 1
© Goldratt Research Labs, 2013
Slide 6

7. GOLDRATT’S DICE GAME
Why is the Throughput of systems well below their bottleneck capacity?
The Dice Game – Insights
A
B
C
D
Expected = 70 upm
Actual = 35 upm
(around 50%)
E
Min
1
U/day
Min
1
U/day
Min
1
U/day
Min
1
U/day
Min
1
U/day
Min
?
U/hr
Avg
3.5
U/day
Avg
3.5
U/day
Avg
3.5
U/day
Avg
3.5
U/day
Avg
3.5
U/day
Avg
?
U/hr
Max
6
U/day
Max
6
U/day
Max
6
U/day
Max
6
U/day
Max
6
U/day
Max
?
U/hr
Important Lessons Learned:
1. System Output is normally significantly below Output of the Bottleneck
2. “Balancing Capacities” (to be efficient) creates a chaotic system – i.e. its impossible to
reliably predict performance and very difficult to know where to focus…
3. We need to balance the FLOW …not Capacities…which requires Buffers + Protective
Capacity in non-bottleneck processes…but will this not cost too much / take too long?
© Goldratt Research Labs, 2013
Slide 7

8. WHAT IS THEORY OF CONSTRAINTS?
Why is the Throughput of systems well below their bottleneck capacity?
The Dice Game – Insights
A
B
C
D
Expected = 60 upm
Actual = 58 upm
(around 97%)
E
Min
1
U/day
Min
1
U/day
Min
1
U/day
Min
1
U/day
Min
1
U/day
Min
?
U/hr
Avg
3.5
U/day
Avg
3.5
U/day
Avg
3
U/day
Avg
3.5
U/day
Avg
3.5
U/day
Avg
?
U/hr
Max
6
U/day
Max
6
U/day
Max
5
U/day
Max
6
U/day
Max
6
U/day
Max
?
U/hr
Important Lessons Learned:
1. By slowing down the Bottleneck, we can create Protective Capacity in non-bottlenecks
to reduce starvation and blockage of the Bottleneck.
2. If the Starvation and Blockage buffers work 100% effectively, the system performance will
be equal to the bottleneck performance (and be very predictable).
3. Starvation and Blockage buffers should be dynamically adjusted based on actual supply
reliability and demand variation (Too much Red = Too small  Increase ; Too little Red = Too large Reduce) .
© Goldratt Research Labs, 2013
Slide 8

9. © Goldratt Research Labs, 2013
Slide 9

10. WHAT IS THEORY OF CONSTRAINTS?
Quantifying the impact of CHANGES – TOC Throughput Accounting
To determine the likely GLOBAL impact of any LOCAL Change,
Estimate the LOW, LIKELY and HIGH impact of each Change on ΔT, OE and I
Sales Revenue (SR)
Now
US$
% of SR
$ 10,000
100%
Variable Cost (VC)
$
5,000
50%
Throughput (T)
Operating Expenses (OE)
$
$
5,000
4,500
50%
45%
0.0%
0.0%
$ 5,000
$ 4,500
50%
45%
Net Profit (NP)
$
500
5%
0.0%
$
5%
Investment (I)
$
2,500
25%
0%
Return on Investment (NP/I)
% Change
in Qty
% Change
in Price
0.0%
0.0%
Future
US$
% of SR
$10,000
100%
0.0%
0.0%
$ 5,000
50%
20%
0%
500
$ 2,500
25%
6
20%
Throughput (T)
The rate at which the system generates money through Sales or
T = Sales Revenue (SR) – Variable Cost (VC)
Operating Expenses (OE)
The rate at which the system spends money to generate Throughput (or other goal units)
i.e. OE = All non-variable costs (also called Fixed Costs)
Investment (I)
All the money tied up in the system (the money invested to generate Throughput).
© Goldratt Research Labs, 2013
Slide 10

11. Part 2
Using TOC to improve
Management Productivity
What is the bottleneck to improving
Management Productivity?
© Goldratt Research Labs, 2013
Slide 11

12. WHAT IS THEORY OF CONSTRAINTS?
Applying the 5 Focusing Steps to Management Productivity…
What is the Constraint or Bottleneck to
improving MANAGEMENT Productivity…
…needed to achieve more GROWTH, STABILITY and HARMONY?
The Bottleneck is always at the TOP of the bottle…
© Goldratt Research Labs, 2013
Slide 12

13. Applying TOC’s 5 Focusing Steps to Improving
and Managing Organizations
Step 1: Identify the System Constraint …to
Achieving GROWTH, STABILITY AND HARMONY
(within Organizations)
Management Information
Demand
vs.
Supply
Surplus
Required
Information to
make better
faster decisions
Available
data and
Information
Management Attention
Demand
MANY
Things that
demand OR
could benefit
from our
Attention
vs.
Supply
Shortage
Available
Attention
Management Attention = System Constraint
© Goldratt Research Labs, 2013
Slide 13

14. Applying TOC’s 5 Focusing Steps to Improving
Management Productivity
Step 2: Decide how to EXPLOIT the System Constraint …
Identify the things that WASTE our Management Attention…
Better Exploiting Management Attention
 Supply
vs.
 Demand
HOW? … STOP …
REDUCE
FOCUS on FEW
Things that
could really
benefit from our
limited
Attention…and
DON’T MULTITASK
3. Repeating Mistakes – not
Learning from Experience
INCREASE
Error of Detection &
Correction
2. NOT DOING what we should
Error of Omission
1. DOING what we should not
Error of Commission
Productive use of
our
Attention
How much of your limited MANAGEMENT ATTENTION do you
think you WASTE due to mistakes 1, 2 and 3?
© Goldratt Research Labs, 2013
Slide 14

15. Quick Self-Assessment Check
Make a list of the things that cause you to WASTE your limited attention….
DOING WHAT YOU
SHOULD NOT
NOT DOING WHAT YOU
SHOULD
© Goldratt Research Labs, 2013
REPEATING AVOIDABLE
MISTAKES (REWORK)
Slide 15

16. Why do we say “PAY” attention…?
WARNING
or pay the price
There is a COST and a BENEFIT of PAYING Attention
1. COST – we GIVE UP the benefit of focusing our attention on something or
someone else…
2. BENEFIT – we GAIN the benefit of focusing our attention on this thing or
this person…
What is a common strategy to maximize BENEFIT and minimize COST…
We Multitask
…we try to give equal attention to the MANY things that demand or can
benefit from our attention…….but don’t realize the high PRICE we pay.…
© Goldratt Research Labs, 2013
Slide 16

17. Checking Sufficiency…
So, are there any other ways that we
waste our limited Attention?
For example…
For the cases where we are
DOING WHAT WE SHOULD,
is “Multi-tasking”
the best way
to allocate our limited attention?
© Goldratt Research Labs, 2013
Slide 17

18. Dr. Eli Goldratt’s real Legacy
Standing on the shoulders of Giants
“Finally, and most importantly, I wanted to show that we can all be
outstanding scientists. The secret of being a good scientist, I believe,
lies not in our brain power. We have enough. We simply need to look
at reality and think logically and precisely about what we see.”
Dr. Eliyahu M. Goldratt
1948 - 2011
Dr. Goldratt, the creator of Theory of Constraints, said the two key abilities to
“being an outstanding scientist” are simply:
(STEP1) Have the courage to face inconsistencies between what we (expect to)
see and the way things are… and then
(STEP 2) Have the wisdom to challenge basic assumption(s) to resolve these
inconsistencies.
Research Questions
•
What are the inconsistency regarding how we invest our limited attention to
get work done?
•
What “basic assumption(s)” can and should be challenged to resolve this
inconsistency….and how to do this especially if challenging the assumption
might be counter-intuitive?
© Goldratt Research Labs, 2013
Slide 18

19. Management Productivity Challenge
Facing an inconsistency and challenging basic assumption(s)
Research Problem
Inconsistency: Despite major advances in technology and know-how most
change initiatives are still completed late, over-budget and/or under-scope.
Research Question
Can changing the RULE we use in do work/ project tasks have a significant
impact on the lead time, costs and quality (or not)?
Research Method
• You are giving three projects to complete for your organization.
• These three projects together make up a Program but each project is for
a different “Customer” and each of these customers want you to finish
their project as soon as possible, want you to give them highest priority
but is also asking for a “reliable estimate of completion”.
• Which RULE should you use to do these projects:
RULE 1: Work on all of them at the same time (Multi-task), or
RULE 2: Do them one by one…(No Multi-tasking)?
© Goldratt Research Labs, 2013
Slide 19

20. Round #1
Complete Tasks by Multi-tasking …
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
59 sec
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
58 sec
88 – 178 sec
50-200% Longer
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
60 sec
89 – 179 sec
90 – 180 sec
50-200% longer
50 - 200% longer
© Goldratt Research Labs, 2013
Slide 20

21. Round #2
Complete Tasks without Multi-tasking
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
20 sec
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
40 sec
10 - 20sec
Early / On time
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
☐
Δ
Ο
60 sec
20 - 40sec
30 - 60 sec
Early / On time
Early / On time
© Goldratt Research Labs, 2013
Slide 21

22. UNDERSTANDING WHY MULTI-TASKING IS SO BAD…
Multi-tasking delays project flow …and distracts our attention
SCENARIO #1: No Capacity Constraints
Project X
Project Y
Project Z
0
10
20
BASIC ASSUMPTION CHALLENGED
“The earlier we start… the earlier we finish” / Its unfair to prioritize
VS.
“The later we start... the earlier we finish” / Its unfair not to prioritize
SCENARIO #2: PLAN - Multi-tasking
Project X
Project Y
Project Z
End
Earlier?
Start
Earlier
10
0
20
30
40
50
60
Finish
Later
70
80
SCENARIO #2: ACTUAL - Multi-tasking with Distraction Delays
Project X
LATE
FINISH!
Project Y
Project Z
0
10
20
30
40
50
60
70
80
SCENARIO #3: PLAN - No Multitasking
Project X
Project Y
Project Z
Start
Later
0
10
Finish
Earlier
20
30
40
50
60
70
80
SCENARIO #3: ACTUAL - No Multitasking
Can safely reduce
Project buffer by 50%
Project X
Project Y
Project Z
EARLY FINISH
0
10
20
30
40
50
60
70
80
90

23. ANALYZING POOR PROJECT PERFORMANCE
Is it the Starting Conditions…or the Rules WE use…
Our Challenge
Difficulty to Improve & sustain
higher Project Performance
Other Consequences…
Delays and Mistakes in prediction,
detection & correction
People at all levels are
stressed and overworked
Increased Project
Work + Wait Time
Main Cause…
Real Cause…
 Complexity, Uncertainty
and Resource Constraints
Really?
Lets check this
assumption with
Multitasking Game
Multitasking
at all levels
“Local Optima”
Rules…
Too High WIP Too Detailed Schedules
+ Not Full Kit
+ Local Safety
Pipelining
Lower WIP +
TOC Solution Ensure Full Kit
CCPM Rule 1
Local Priorities +
Measurements
Execution
Planning
Schedules with Aggregated
Global Priorities +
Tasks + Buffers
Buffer Management
CCPM Rule 2
CCPM Rule 3
Simple …but not easy…
© Goldratt Research Labs, 2013
Slide 23

24. Part 3
Using TOC to improve
Operational Productivity
Is TOC the same as Debottlenecking?
© Goldratt Research Labs, 2013
Slide 24

25. STANDING ON THE SHOULDERS OF GIANTS
THE Four Concepts of Flow
1. Improving Flow (specifically reducing Flow Time) is
should be the #1 objective for Operations/Supply Chains
2. To reduce Flow Time, we need a Practical Mechanism to
Stop Overproduction and maintain right priority
–
–
–
Ford: Use Space and Sequence of Launch
Ohno: Use Kanbans and Colors to show emergency Kanbans
Goldratt: Use Time (Buffers) and Buffer Penetration to ensure same
priority everywhere and to focus management attention
3. Abolish all Local Efficiencies / Local Optima
4. Put in place a Focusing Mechanism to continuously
improve and re-balance Flow
(e.g. Do Pareto on what is causing delays in flow?)
Yes, but….
How do we know that FLOWS are not balanced…
© Goldratt Research Labs, 2013
Slide 25

26. RISK: DEMAND GROWTH / INSUFFICENT CAPACITY
Growth in backlog vs. Decay in Reliability of Supply...
Arrivals
Departures
Resource
Linear growth
until reaching
“Turning the
Corner” Point
at >80%
utilization
0%
Resource Utilization
80%
Reliability in meeting demand
Queue Length/Supply Lead time
Growth in Queues & Decay in Reliability vs. Growth in Resource Utilization
100%
How can we turn this insight into a GOOD MEASUREMENT SYSTEM…?
© Goldratt Research Labs, 2013
Slide 26

27. Balancing FLOWS … not balancing CAPACITY
Using Cumulative Flow Diagrams as Early Warnings of Scarcity
Cumulative Flow Diagrams
Higher
WIP
WIP
Supply
Lead Time
Time
Longer
Supply LT
Time
Higher
WIP
Longer
Supply LT
Time
LITTLE’s LAW
Work-in-Process = Flow Rate x Flow Time
WIPavg = FRavg x FTavg
If either arrivals (demand) increase or departures (supply) reduce, it causes Supply
Lead Time and WIP to grow.
• Growth will be exponential if demand grows faster than supply.
• Growth will be permanent without sufficient catch-up (protective) capacity…
© Goldratt Research Labs, 2013
Slide 27

28. CRITERIA FOR DESIGNING A GOOD
MEASUREMENT SYSTEM
GOOD MEASUREMENT SYSTEM
1. Accurately measures the STATUS (Ok or not?) and TREND (Improving or Not?)
 Know WHEN to act…and When NOT
 Mistakes
 Type 1 - Reporting we are OK when we are not…and
 Type 2 - Reporting we are not OK when we are.
2. Accurately predicts likely CAUSE(S) of the status (i.e. Demand or Supply problem?)
 Know WHERE to act …and Where NOT
 Mistakes
 Type 1 – Reporting something as a major cause when it is not…and
 Type 2 – Not Reporting something as a major cause when it was
3. Drives desired / discourages undesired behaviors (what is best for the system)
 Know HOW to act…and HOW not
 Mistakes
 Type 1 - Encouraging an undesirable behaviour (local optima)…and
 Type 2 – Not encouraging a desired behavior
How well does your company’s measurement system meet these criteria?
© Goldratt Research Labs, 2013
Slide 28

29. IMPORTANT GLOBAL MEASUREMENTS
Measuring Productivity, Flow and Timeliness
GOOD MEASUREMENTS
CUMULATIVE FLOW
Arrivals
(Demand)
Cumulative Flow
• Cumulative Flow for System and Subsystems
• Operational Productivity = $T/$OE or
(for Service Depts)
= QT/OE
• Capital Productivity = $T/$I
• Quality can be measured as:
% Coverage, % OnTime or % InSpec
WIP
Longer Flow Time
Throughput
(Supply)
Flow Time
• % Protective Capacity Available on CCRs
(Capacity Constraint Resource)
Time in Days
PRODUCTIVITY
QUALITY THROUGHPUT
75% of On-time / Coverage
Productivity
Operational Productivity = $T/$OE or QT/OE
25% Late /
Not served
20%
15%
Capital Productivity = $T/$I
15%
10%
10%
5%
Time in Days
0-5d
5-10d
10-15d
© Goldratt Research Labs, 2013
15-20d 20-25d
25-30d
30-35d
35-40d
> 40d
Slide 29

30. Part 4
Case Study
How can we apply the 4 Concepts of flow
and insights on the damaging
consequences of Multi-tasking to improve
Productivity of Managers at all levels?
© Goldratt Research Labs, 2013
Slide 30

31. Case Study:
Focusing on improving Flow & stopping multi-tasking
Every manager can improve the productivity of its department if
they can find ways to reduce flow delays and stop multi-tasking
The case studies shared will show the impact of improving flow
and stopping multi-tasking in different departments within two
different companies.
Company 1 – Applying it within Sales Department
This case study will reveal how the company applied the 4 Concepts to
significantly reduce the Average Sales Cycle Time and increase the success
rate of their sales
Company 2 – Applying it within IT Department
This case study will reveal how the company applied the 4 Concepts to
significantly improve due date performance and reduce the average Lead
time of IT Projects.
© Goldratt Research Labs, 2013
Slide 31

32. CASE STUDY 1 – LESS IS MORE
Applying four FLOW concepts to Sales Department
1. IMPROVING FLOW IS #1 - Faster Flow of “good” (higher Throughput margin and higher
probability of closing deal) sales opportunities through the sales channel should be the #1
objective because any flow delays cause longer sales cycles, lower hit rate & margins.
2. MECHANISM TO PREVENT OVERPRODUCTION & SYNCHRONIZE PRIORITIES - “Choke
the release” by ensuring whole Sales Teams focus on “well qualified sales opportunities”–
Less is More because too High WIP causes Multi-tasking that cause bottlenecks, longer
sales cycles and lower hit rate …so more pressure to go get even more(vicious cycle)
3. ABOLISH LOCAL OPTIMA – Abolish any incentives or measurements that drive behavior
that is in conflict with better flow (e.g. number of opportunities in pipeline)
4. FOCUSING MECHANISM – Identify and eliminate the most significant sources of low hit ratio
and or long sales cycles to focus continuous improvement efforts - check for build-up of
WIP in sales process steps and record and analyze reasons for delay.
 30%
 47%
 263%
Reference: Chapter 21 of Theory of Constraints Handbook, Less is more: Applying Flow concepts to Sales by Mauricio Herman and Rami Goldratt
© Goldratt Research Labs, 2013
Slide 32

33. CASE STUDY 2 – LESS IS MORE
Applying four FLOW concepts to IT Department
1. IMPROVING FLOW IS #1 - Faster Flow of “good” (higher ROI) projects through the Project
Office should be the #1 objective because any flow delays cause longer lead times,
lower quality and throughput of projects, higher cost & risk and lower ROI
2. MECHANISM TO PREVENT MULTITASKING & SYNCHRONIZE PRIORITIES - “Choke the
release” by pipelining projects (prioritize, freeze and stop) as starting projects too soon causes
multi-tasking that causes longer wait and work time (longer flow time).
3. ABOLISH LOCAL OPTIMA – Abolish any incentives or measurements that drive behavior
that is in conflict with better flow (e.g. no. of projects in pipeline, reporting % complete etc.)
4. FOCUSING MECHANISM – Identify and eliminate the most significant sources of delays on
projects and resource bottlenecks to focus continuous improvement efforts check for
build-up of WIP at TASK Manager Level (for resource constraints) and record and analyze
reasons for most penetrating delays.
© Goldratt Research Labs, 2013
Slide 33

34. CLOSING REMARKS
Achieving FLOW in Personal productivity…
STOP Multi-tasking – get into FLOW
© Goldratt Research Labs, 2013
Slide 34

35. Key Take-Aways
Management Attention
Available
Repeating mistakes
Doing right things
wrong
Wasted
Not doing the RIGHT
Time/Attention
things
Actual
Utilization
Doing the WRONG
things
Productive
Time
(Adding Value)
Not doing the
Wrong Things
(STOP/NOT START)
Doing the Right
Things
Doing the right
things right
(ACCELERATE/START)
(FOCUS/DONT MULTI-TASK)
Learn from
Experience
(FAST FEEDBACK)
REMEMBER….THE BOTTLENECK IS ALWAYS AT THE TOP OF THE BOTTLE
© Goldratt Research Labs, 2013
Slide 35

36. THANK YOU FOR YOUR
ATTENTION…
….I KNOW IT IS YOUR SCARCEST
RESOURCE

GOOD LUCK!
© Goldratt Research Labs, 2013
Slide 36

37. Q&A
© Goldratt Research Labs, 2013
Slide 37

38. ABOUT THE PRESENTERS
Dr. Alan Barnard (PhD)
Dr. Alan Barnard is one of the leading experts in the world in Theory
of Constraints (TOC) frequently worked with Dr. Eli Goldratt, creator
of Theory of Constraints on large and complex projects around the
world. He is the CEO of Goldratt Research Labs (USA), Chairman of
Realization Africa (RSA), African Phosphates (RSA) and The
Odyssey Institute (USA). Alan is also a board member of TOCICO
and the Dr. Eliyahu M. Goldratt Foundation.
In 2009, Alan was awarded a PhD in Management of Technology &
Innovation, from the Da Vinci Institute in 2009 with a thesis titled
“How to identify and unlock inherent potential within organizations
(private & public) and individuals?”. Alan is also the author of 2
chapters in the McGraw Hill published Theory of Constraints
Handbook.
Alan is a past-President of SAPICS (2000 to 2002) and past-President of TOCICO (2003 to
2005) and serve on the judging panels of the Logistics Achiever Awards and Technology
Top 100.
He has worked with global companies such as ABB, BHP, Cisco, SAP, Random House
Publishing, Tata in the Private sector and also with UN DP, UN WFP and InWent in the
public sector on applying for example Theory of Constraints to City Councils in
Developing Countries in the Public Sector to help them identify and unlock inherent
potential to achieve more with the same resources in less time.
© Goldratt Research Labs, 2013