UK surgeon uses TOC approach to double capacity and eliminate waiting lists by Clarke Ching via Carnival of Lean Leadership II
First, he has identified himself - or surgeons in general - as the current system constraint:
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Second, he’s figured out how to exploit himself as the constraint - i.e. how to make him as efficient as possible:
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Third, he’s subordinated the other resources in the process to make sure he is as busy as possible:
Excellent post illustrating how Theory of Constraints can be used to analyze why an improvement is effective.
