A constraint is any factor or element such as cost, schedule and scope that prevents a system from performing at the highest level possible in relation to its objective.  There are many types of constraints that prohibit performance.  Continuous Improvement strategies such as: Lean, Six Sigma and the Theory of Constraints are effective ways to reduce or remove constraints.

Examples:

1. Cost/ Resources
2. Schedule/ Time
3. Scope/ Quality
4. Physical
5. Policy or Procedure

  A cell, cellular layout or work cell is a close arrangement or setup of people, machines or workstations. The purpose of a cellular layout is to fulfill a processing sequence while simultaneously reducing wait times, transportation and other forms of muda.  In addition to removing various forms of waste cells are very effective add promoting and facilitating effective flow.  Cells can be in many different shapes and attempt to spread work evenly amongst the resources.  

  A cost driver is any factor or factors that causes a change (increase/decrease) in an activities cost.  Activities often have more than one cost driver attached to them.

  The core values of an organization are the principles, fundamental beliefs and ethical guideposts that serve as guidelines for the organizations behaviors.  Ultimately these core values should not only be heard by word of mouth but seen in the actions of every individual and felt in the culture that is established.  Core values are strongest when everyone is an example of each of the values the organization has defined, even leadership.

  Continuous improvement is the act of making incremental and regular improvements, which is often referred to as kaizen or breakthrough innovations (kaikaku) to a product, process, service or culture.  when we look at the definition of continuous we learn that the act is performed without "interruption".  The term improvement means that something is made better than it was previously.  Therefore continuous improvement is the act of making things "better" without any interruption.

  Change management is a method or an approach that is generally systematic in the way it works.  Different change management approaches can be used when dealing with the transformation or transition of a business or organizations objectives, goals, processes, culture and of course technology.  It even works with behavior.  One of the main purpose of change management is simply to guide or manage the change that a company, department or individual will experience during transitions.  This can help an organization better prepare its people to adapt to the many different elements of change that will certainly come to pass.  Along with supporting transition change management can also help people to understand; the driving intentions of the organization’s change, how to take action during the change, how to manage the resilience or opposition during a change and to help others understand why people will respond differently during the different forms of change.  Below is a simple format you can follow when changing.  ©WECHANGE can be used at different levels of an organization (strategic, business, operational, departmental and individual).

1. Work with a sense of urgency and excitement.
2. Establish a "team" approach.
3. Create your vision, plan the journey.
4. Happily communicate, again and again.
5. Authorize and empower people.
6. Navigate kaizen.
7. Generate more change.
8. Engrave, educate and encourage change management in your culture.

  The current state is the as is, or present circumstances.  When looking at the current state it is very important that the review is done not as it should be happening but as it is happening.  

  Cycle stock is the average amount of inventory a business needs to meet customer demand.  The stock will generally deplete gradually as a business or organization receives orders from customers and replenish according to a cycle as suppliers provide the necessary orders. 

  Does your company make goods only after receiving an order?  Do they make goods before and then stock them?  These two questions can help clarify how your organization plans and schedules the production or execution of goods and services.  There are many different methods that companies may use, some examples are:  Make to stock, Make to order and Assemble to order.  Whichever strategy a company selects will have a varying degree on the amount of inventory a company holds, how they will produce and how resources are spread through the organization.  The biggest impact is the amount of inventory the company carries which as you may know already is cash availability.

Chase Strategy 

  The chase strategy is one method organizations use to maintain a level inventory while producing at varying rates in order to support demand.  The chase strategy is sometimes referred to as demand matching because the strategy varies production to meet demand.  

Benefits

  The main benefits associated with a chase strategy are:

• lower inventory levels (free capital resources).
• Reduced carrying costs 

Example

  When you go to a restaurant for food and place an order the staff will normally pull supplies from a "stable inventory" level and make the order, or in other words "chase the demand."