Systems Thinking and Constraint Management Part II - Assignment Example

SYSTEMS THINKING AND CONSTRAINT MANAGEMENT II SYSTEMS THINKING AND CONSTRAINT MANAGEMENT PART II Response to Julie ManfredeI admire the efforts that your company is putting in place in order to manage constraints and achieve profitability and growth. At the same time, I am of the opinion that there are a number of resources that could be applied by the company to ensure that the adopted systems solution in more helpful and pragmatic manner. This has to do with the use of performance measurement models.

Indeed systems thinking have been noted to be a very orderly and organized form of management (Shireman, 1999). Through performance measurement therefore, it is possible to tell if the company is keeping tract with its planned stakes for growth (King, 2011). Until now, the difference I find between your organization and mine in the way they approach systems thinking has to do with the emphasis your organization but on people in making the system work, while we focus on the system in making the people work.

Example of the system is the performance model used in my organization. ReferencesShireman, W. K. (1999). Business strategies for sustainable profits: Systems thinking in practice. Systems Research and Behavioral Science, Syst. Res., 16(5), 453–462. Retrieved from the Walden Library databases.King, P. L. (2011). The bottleneck conundrum: Breaking up logjams can be key for process plant production. Industrial Engineer: IE, 43(1), 41–46.Response to CHANEL ADAMSVery readily, what I have learnt from your posting is that organizational growth is a continuous process, which requires that companies will constantly keep up with their efforts towards growth (Jacob, Bergland & Cox, 2010).

This comes from the number of efforts I identify your company as putting in place to make systems solution work. To add to your thoughts however, I am of the opinion that it is time your organization focused on the organizational culture as a resource in itself and trying to make this work for the organization. This can be done by creating an organizational principle where each person is expected to function according to the business culture that prevails in the organization. Because the business culture is often set with the goals of the organization in mind, each person would then become a contributor towards constraint management because they will be acting not for themselves but for the larger organization (Shireman, 1999).

already, I see a similarity between your organization and mine in the way you emphasize on systems instead of people. It is for this reason that I believe this approach can work best for you.ReferencesShireman, W. K. (1999). Business strategies for sustainable profits: Systems thinking in practice. Systems Research and Behavioral Science, Syst. Res., 16(5), 453–462. Retrieved from the Walden Library databases.Jacob, D., Bergland, S., & Cox, J. (2010). Velocity: Combining Lean, Six Sigma, and the theory of constraints to achieve breakthrough performance.

New York, NY: Free Press.