Process Bottlenecks and Application of Goldratt’s theory.
The term bottleneck is used in process performance evaluation to describe a performance phenomena that causes a slow down in the entire process or its efficient performance. This slow down usually originates from a single process element/s or component/s in the process’ chain. Therefore, bottlenecks are obstacles to be overcome in process management or design in order to attain efficiency and productivity in processes.The process under consideration in this case is an exercise program meant to be a tool for maintaining good health. The transitional process contains various stages with different activities. These include warm ups, transitional rests, cardio routine and weight lifting. The main objectives of the process are to attain fitness, lose weight and obtain some rest that will allow smooth non-injurious exercising.
The creation of any duplication in the process by carrying out an activity that does exactly what another activity does is equal to duplication in the process. This duplication consumes extra time in trying to achieve what has already been achieved. Therefore, the main bottleneck in the work out process is the cardio session. Cardio sessions are used as a tool to improve lung capacity, strengthen heart’s pumping capacity, reduce risks of heart attack and burn calories which will in turn reduce weight, and thus; help the participant achieve other positive effects such as stress reduction. This is achieved by maintaining an exercise session that allows the heart rate to rise to level whereby a participant is working out but can still talk (Waehner, 2010). It is rather obvious that cardio session capacity and benefits can be achieved at the warm up level as well as during the weight lifting session. This then means that the process can do away with the cardio session because its benefits can be obtained from other sessions.
In turn, this will reduce the rest sessions, and thus; considerably reduce time spent in one extra rest session and cardio period (Waehner, 2010). According to Goldratt’s theory (2010) the first step towards identifying a constraint involves the evaluation of the objectives and goals of a process. Secondly, an evaluation is done to find out whether these are achieved efficiently with least expenses in time and finances. Thereafter, if there is a shortcoming the management should try to find out what factors cause the inefficiency in order to draw a correctional plan to eliminate the bottleneck that hampers the attainment of the processes’ goals (‘12 Manage’, 2010). In the case in point the goal may be attained at the end of the process but however this is not done efficiently in the shortest time possible to allow more time for rest. This is because rest is as important as the exercising itself and it allows the body to recover for subsequent exercises rather than waste away. Therefore, in order to eliminate this bottleneck a solution has to be sought to ensure the least time is consumed but in essence the ultimate goal is achieved efficiently.
‘12 Manage’, (2010). Constraint Management: Explanation of theory of constraint of Eliyahu Goldratt. Retrieved from, http://www.12manage.com/methods_goldratt_theory_of_constraints.html, on 29th June, 2010.
Waehner, P. (2010). The Facts about Cardio: Cardio Basics. Retrieved from, about.com http://exercise.about.com/cs/cardioworkouts/a/cardio101.htm, on 29th June, 2010.