Operations & Process Decision Frameworks

Our throughput is not meeting demand — which framework identifies the bottleneck?

Theory of Constraints (TOC) is specifically designed for this. It follows five focusing steps: identify the constraint, exploit it (maximize its output), subordinate everything else to it, elevate it (invest to increase its capacity), and repeat. SolveRight identifies potential constraints from your process description and scores improvement options by their impact on the bottleneck.

We have too many defects — should we use Six Sigma or Lean?

Six Sigma targets variation reduction — use it when defects come from inconsistent process execution. Lean targets waste elimination — use it when defects come from unnecessary process steps that introduce error opportunities. Often both apply. SolveRight runs both frameworks and identifies whether your primary issue is variation (Six Sigma) or waste (Lean).

How do I decide which process to improve first?

Value Stream Mapping visualizes your entire process flow and highlights where time and resources are consumed without adding value. Combined with Theory of Constraints to identify the binding bottleneck, you get a clear priority: improve the bottleneck first, then address the largest waste source. SolveRight scores both dimensions for each improvement option.

We need to cut operational costs without hurting quality — is that possible?

Lean specifically addresses this by eliminating waste — activities that consume resources without adding customer value. The seven wastes framework identifies overproduction, waiting, transport, over-processing, inventory, motion, and defects. Eliminating waste reduces cost and often improves quality simultaneously, since many waste sources also introduce defect risk.