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    Six Sigma, Bottlenecks and Theory of Constraints

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    1. What happens when a system reaches a point where the bottleneck can not be reasonably alleviated?
    2. The area with the low performing employee would fall behind and slow down the entire process, but in a normal office setting where work is performed in parallel does the TOC (Theory of Constraints) really apply?
    3. What types of metrics are monitored by a company for the six sigma program?
    4. How is a bottleneck identified in a system?
    5. Is it more difficult to see the true effects of the Six Sigma when you're directly involved in a lower level and not in the management?

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    Solution Preview

    1. What happens when a system reaches a point where the bottleneck can not be reasonably alleviated?


    The point where a company reaches a bottleneck wherein it cannot be reasonably alleviated will cause damage to the organization because of the fact that such a scenario could result in significant damage to the productivity of the organization by slowing or stopping the production chain. Quintessentially, the employees that are integral in ensuring that the organization functions behind and in front of the problem area causing the bottleneck must stop what they're doing because they'll either create a backlog once the cause of the jam is fixed, or because they have no work to do. This can cause lost of revenue, customer dissatisfaction, wasted time that loses more revenue, and poor quality of products or services as well as employee burnout because of the high levels of ...

    Solution Summary

    This solution discusses six sigma, bottlenecks, and theory of constraints in an organization.