How to find THE ONE THING to FOCUS on to achieve Continuous Improvement - keynote by Dr Alan Barnard

How to Find the ONE Thing to Focus On, to Improve Your Company or Life?

To ensure continuous improvement, we need to follow a systems approach.

But how the heck do you do that?

That was a challenge that had never been practically solved, until Dr. Eli Goldratt’s creation of the Theory of Constraints.

TOC is based on the premise that by managing, analyzing, and improving the system constraint, we are in fact managing, analyzing, and improving the System.

It’s a beautiful example of a quote by the physicist John Baptiste Perrin, who said:

“The goal of all science, is to substitute visible complexity for invisible simplicity”.

All the parts that can be improved is the visible complexity.

The constraint is that inherent, but invisible simplicity.

But once we found it, how can we maintain this focus on the ONE THING?

It took me a long time to figure it out, but here is how I do it.

To maintain the FOCUS, it requires us to think in terms of Five 1:1 pairings.

Together they allow us to maintain the focus on the ONE THING, all the time…

#1 Goal: Constraint
Every system has a goal, whether it’s increasing income or impact. Identify what you’re trying to achieve clearly. The constraint is any resource you don’t have enough of to achieve the goal. Focus on this constraint, as it is the key leverage point.

#2 Constraint: Problem
Once you’ve identified your constraint, the next step is to find the specific problem causing this constraint. This problem is the main reason for the gap between where you have and what you need to achieve the goal.

#3 Problem: Conflict
Every problem exists because of an unresolved conflict. The Solution to the problem is one side. The other side is the Status Quo or Alternative Solution. The reason the conflict remains unresolved is because each option has unique Pros and Cons and we get stuck with indecision or compromise. Define this problem as a conflict and you are half-way to a breakthrough.

#4 Conflict: Innovation
Problem solving is finding a solution to a problem. Innovation is finding a solution without unacceptable trade-offs. Achieving all the Pros and without the Cons is the criteria for an innovation. Find it.

#5 Innovation: Experiment
Finally, we have to test our innovation with a Minimally Viable Experiment (MVE). This small-scale test to validate your assumptions that the innovation solves the problem to get more of what you need, to achieve more of the goal.

By continuously applying this 5-step focusing process, you can achieve ongoing improvements with relatively small changes.

This same 1:1 focusing approach has helped me make breakthroughs in designing Microsoft’s Global Supply Chain, helping the UN World Food Program and massively increasing profitability of small dental practice

Remember, the key to continuous improvement is having a simple framework that you can repeatedly apply at every level to find the next ONE THING to FOCUS on today?

#ContinuousImprovement #TheoryOfConstraints #Focus #Innovation

[wwisegl]

This is the best talk on continuous improvement I've ever heard. Dr. Barnard presented a framework for making improvement decisions that is the clearest and simplest I've ever seen.

[ourchitecture]

Very well outlined and communicated. This aligns well with our experience.

[samogo]

The One to One model is perfect, and can be easily implemented using LLMs, trough finding/solving conflicts one by one in a endless loop! In this way the process will looks more like a traditional model where all segments are controlled simultaneously, priority will be selected organically according to market feedback and company efficiency metrics. Within 6 months such open source LLMs will be available for all, and the business will boost from linear to exponential growth. The best thing of all is that you will be able to run such an LLM from a local computer for 2000 euros, without being an expert in finance, management, marketing... the concept of administrative simplicity will be transferable to all business areas, crazy!

[egalanos]

Does this require systems to be defined in terms of a single goal/function?

Or do you first have to prioritise the system goals which are not being met?

(Brilliant content by the way!)

[moorecable]

One thing ommited. What if the organization has a culture of nepotism and simply care about checking boxes? Regardless of all this Golden knowledge is meaningful if the culture changes from the status quo. Wasted if not.