To elevate a constraint is to make it the number one priority and work on increasing its capacity. Although we have talked bits and pieces of this step in several of the other steps, here we focus on just the constraint. So here are a few ways to elevate the constraint.

• Add capacity to the constraint. This means adding people and/or equipment. The equipment you add does not have to be new or the same equipment you are currently using, it just has to do the same job even if it runs at a slower rate. This added equipment or personnel  increases capacity.
• Adjust flow to match constraint. We have mentioned this before and restate it now. What this does is decrease inventory and confusion all over the area. It also makes everyone up and down stream from the constraint aware of the constraints rate (beat of process) and thus the importance of keeping it running.
• Decouple operations if data verifies this can be done. Some things can be done on products that do not go through the constraint. Other things can be done at the same time (in parallel)  and later coupled up with items going through the constraint.
• Implement a flexible work cell. A flexible work cell is an work area that can be easily changed or adapted to do several tasks. This goes along with the decoupling. While an operation is waiting on the constraint (one of the seven types of waste),  have it quickly change and do a different task that needs to be done that is not part of the constraints process flow line.
• Eliminate any non-value added tasks being performed at the constraint. Create a process flow map of the steps that are performed just at the constraint and identify the value added steps and the non value added steps. Totally eliminate the non value added steps or at least remove those tasks from the person working the constraint. Think of the surgeon again, with all the help in the room the surgeon is doing all the value added task while all the help is doing what is considered non value added tasks. These task are now being done in parallel (Decoupled from the flow).
• Reduce parts handling. Look at the constraint and try to do as much as you can at one holding of an item. Take an item, do what is needed without releasing it and pass it on. If you have to keep turning it over or reloading the item it just adds time and opportunities to create a defect in it.
• Reduce waiting or storage. Here we want to insure that at the constraint is NEVER waiting for anything. Plus nothing is waiting at the constraint to be used. Now that is near impossible but we want to reduce both of those as much as possible.
• Reduce or eliminate the process variation. One easy way to do this is by implementing error proofing. Error proofing is a way that when putting two things together there is only one way it can be done. On a form, check boxes are a way of error proofing.
• Reduce setup at the constraint. Setup is a non value added task and if you can eliminate, reduce or decouple setup you should. Sometimes setup can be done at a step in the process while the step is working. Again look at a surgery room. While the doctor is removing the patients heart, we should be preparing the transplant heart (setup) to be ready for immediate installation. In the pit at the race track, the pit crew does not wait until the car comes in to get the materials that are needed. They have everything laid out ready for the car as soon as it comes in. All this setup is done done while the process (car) is running (still on the track).
• Reduce Waste – There are seven basic types of wastes that I have talked about in another article. They are: Corrections, Overproduction, Movement of material or information, Motion of employees, Waiting, Inventory, and Processes.  One of the best tools to reducing these wastes is the 5S’s: Sort, Simplify, Sweep, Standardize, and Sustain. Reducing these can save you time and money.

Well there you have how to elevate a constraint in your process. The last of the five steps in constraint management is to go back to step one; Identify the constraint. The reason you start again at step one is that if you have improved the constraint it probably is no longer a constraint and some other step has become the constraint. You continue to do this until the process has no constraints. In other words until the rate of the process exceeds the demand placed on it. You may, in fact, have a slow step but if you still meet demands it is just that; a slow step and not the constraint. If, you have questions or comments please feel free to contact me by leaving a comment below, emailing me, calling me, or leaving a comment on my website.

Bersbach Consulting
Peter Bersbach
Six Sigma Master Black Belt
http://sixsigmatrainingconsulting.com
peter@bersbach.com
1.520.829.0090