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Theory of Constraints & Quality Resources

Theory of Constraints & Quality Management

Imagine the impact if there were a program that could systematically identify those things which, if improved, would result in an immediate increase in profit?  And, if used systematically, would create continuously rising stream of profit?

Many quality professionals struggle with identifying the areas to focus to create leverage in their quality improvement efforts.  After all, no efforts to reduce scrap and rework can be done in isolation – without considering the impact on flow and the system as a whole.  Yet, most methods to address quality revolve around isolated products or processes without a systemic view.  The mechanisms for evaluating the impact of scrap and rework often under estimate or over estimate the financial impact of quality problems.   Therefore, managers try to manage a myriad of initiatives and projects to improve quality.  What is lacking is a way to approach quality improvement in a systematic way; one that identifies and fixes the most important issues in a systemic way that improves quality in such a so that it improves the overall performance of the enterprise.

The quality function cannot be isolated from the rest of the organization and its purpose.  Where the rework occurs in the process is as important as the magnitude.  In fact, the magnitude of scrap and quality problems is changed depending on the process and its relationship to the constraint resource.

This workshop presents a balanced and structured approach to focusing process improvement tools with the objective of improving the bottom line.  Quality practitioners will find an accessible framework with which they can substantially increase their impact. 

Participants will learn to:

Achieve substantial bottom line improvements from your quality improvement activities

Call us to host this workshop