Volume 1 Edition 3: Nature of the Continuum

I get it. We have been accustomed to talking about things occurring in cycles. IN science we talk about the cycle of life or the water cycle. In the business context we talk about the business cycle or PDCA or DMAIC cycles.

?Many of the current day methodologies to bring about process improvement are grounded in a cycle-based system. The issue with a cycle-based system is that the assumption (and we know what happens with assumptions) is that once you have made it around the circle you are left with only two paths forward. First is that you can wrap up the problem-solving process and then identify the next system constraint and begin the process all over again. Second, alternative is that you can determine that you have resolved the issue that was presented and falsely return to the status quo prior to the problem presenting itself. If you make that choice, you are opening yourself to the same issues you already had.

The intent of the cycle presentation is that it shows each step in a set order. Each, therefore, is an example of a closed system when they are put into operational situations. 5S or Lean (Sort, set in order, Shine, Standardize, and Sustain) takes you through the steps of the work cell construction in a logical order. Six- Sigma uses the PDCA or DMAIC cycles to resolve a workplace problem, Kaizen is laid out in a series of definitive steps, value stream mapping follows a process from beginning to end with time intervals inserted, Kanban utilizing the visual management tool follows a process from beginning to end while moving resources from one stage to another, takt time utilizes a cycle by measuring time allotments. Each follow a natural progression, but each have an end outcome.

?The nature of the continuum-based system

In the continuum-based system we start from the perspective that we are working from the critical chain as explained by Eliyahu Goldratt in his book by the same name. Genius ERP defines a critical chain as ‘the longest path in the schedule and considers activity interdependence and resource constraints With that definition in mind, we can understand that the flow of solutions runs during our processes and before and it does not mean that we can choose to stop the process when we are theoretically done and go back to a status quo.

?The argument for a continuum

We understand that in the normal context we follow the critical chain from the suppliers we utilize to complete our processes to the point where we send our products or services to the end-user. That is well and good. But wait a minute are there not others involved in the process?

The answer to the question is yes there are other interested parties along the way, and they need to be considered. The present continuum runs from our suppliers to our organization to the end user. But what about from the end-user to their end-user? What about the suppliers in our process to their supplier? An occurrence of any kind along the chain has the potential to disrupt the entire continuum. If one player in the process must hold up their delivery it means that everyone else will be delayed.

?The TLS Continuum

?If you look at the banner on this newsletter, you see that the graphic shows an endless highway with no apparent end. Our contention is that the TLS Continuum is that endless highway. I am willing to bet (I am not a betting person) if we were to reverse directions, we would find the endless road in the opposite direction. Regardless of the direction, the Continuum seeks the system constraints and how to remediate the constraint. The we turn to the traditional lean and six sigma methodologies. We use lean to remove the non-value-added activities and six sigma to create the standard of work and remove variations in the system.

The other benefit of the TLS Continuum is that it leaves room open for the introduction of parallel paths to aid our path to discovery. It is here that we can introduce the benefits of System thinking and design thinking to aid in further building our continuous process improvement.

It is through this we can gain a better understanding of Mike Rother’s Improvement Kata and the Grey Zone. Whether we are utilizing the cycle view or the continuum view, we need to start with the current condition.? From there the continuum takes us through the unknown space between the current state and how we get to the ultimate journey through our process improvement efforts. But remember the continuum is a two-way street so we need to conduct reverse efforts.

?Gaining the knowledge

The journey along the TLS Continuum consists of learning about your organizational systems. We do this through open dialogue regarding the process. We also gain that knowledge by using the Continuum as a vehicle to understand the process through the use of Gemba Walks in both directions of the continuum. In order to understand our system attributes, we need to understand how the processes work in our suppliers as well as our end-users.

.Need assistance with your own journey down the TLS Continuum? Drop an email to [email protected] or book a time at https://outlook.office365.com/owa/calendar/TRavelingalongtheTLSContinuum@ NETORG5223078.onmicrosoft.com/bookings/ and request a half hour free Microsoft Teams session with us to discuss your situation and how we may be able to help.

?About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can take the same path with our Road to Organizational Excellence Seminar. Starting July 15,2024, you can start the same path as we present live our Road to Operational Excellence - The Human Capital Edition for the following six weeks.

For more information visit https://dbaiconsulting.com/tls-continnuum-master-seminars

?

?

?

?

?

?

?

?

?

?

?

?

?

?

?

?

?

?

?

?

?