Presentation given at the Lean Kanban Nordic 2013 conference in Stockholm on 13th March.
My background includes a long experience as a manager in the Software and Machinery Industry. I worked in USA and India leading distributed teams in advanced software projects (CAD/CAM, PLM, Industrial Automation, Plant Control and Supervision). As a coach I am now trying to help organizations to change embracing Agile and Lean values and principles. I am a WIP limit addict :) and a KCP
In a manufacturing process a bottleneck is any step whose capacity is less than the demand placed upon it. From an organizational perspective bottlenecks are both physical and non-physical: systems, equipment, processes, policies and …people.
Bottlenecks limit a system's output/outcome, they lead to queues, waiting times, lost opportunities, etc. In one word: waste. They should be removed.
While we should always look at the system before blaming people, sometimes bottlenecks are indeed people, business people in particular. Should we just remove them :) or can we find other ways to address this issue?
I took a look at how ...