The authors contend in this phase that once the constraint has been identified, it needs to also be isolated so that controllable and uncontrollable areas can be defined. The control mechanism, often called a buffer, shields the constraint from extraneous effects and other variables so that strategies can be defined for minimize constraint variation first, and eventually externalizing the constraint (Lepore, & Cohen, 1999). Buffers often are managed to a series of metrics or key performance indicators to assure that any external factors or forces are not significantly influencing it over time. The greater the variability in a constraint the greater the need for a buffer to be agile and capable of shielding the constraint from the effects of extraneous factors so approaches can be found to minimize it (Lepore, & Cohen, 1999). This is an essential step for eventually minimizing constraint variation and externalizing it.
The authors clearly are experts on this specific topic as they provide a wealth of insight and intelligence on how to achieve greater reliability, dependability, consistency, quality and performance when constraint variation is minimized. This is also one of the most focused areas of the book on how to overcome resistance to change. Getting those most involved with the change to own the process modifications by giving them a voice in how they are accomplished, defining strategies for overcoming the six layers of resistance to change (Lepore, & Cohen, 1999) are all crucial if long-term change is to be achieved.
The most pivotal phase and most difficult for organizations to adopt is the seventh one as it requires a shift away from the traditional hierarchical model to a more schematically driven one. This is also the phase where the authors point out the strengths of the Deming Theory of Profound Knowledge having interactions and dependencies defined (Park, Ntuen, Park, 2009). The authors point out that the Deming concepts actually undermine the value of a traditional hierarchical structure because it does not take into account the many interdependencies and integration points external to the organization. In effect a hierarchical structure is one that does not fully explain the potential influences on constraints over time (Lepore, & Cohen, 1999). The authors use this point...
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