Six Sigma, Bottlenecks and Theory of Constraints
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?