Theory of Constraints Handbook - James Cox Iii [76]
Some managers compromise Buffer Management because they feel this is micromanagement. However, without people working to a single priority system and without timely interventions, buffers are wasted. This creates a sense that shorter cycle times were unrealistic. Eventually the organization reverts to its old ways (high WIP, safeties embedded inside individual tasks, and ad hoc priorities in Execution).
FIGURE 4-2 Why implement all the Three Rules.
Top Managers Must Play an Active Role
Mere sponsorship by top managers is not enough. Even though the top managers’ role is typically to set policies and make planning-time decisions (project execution is delegated to middle and front-line managers), in successful implementations the top managers take on a more active role for the first 6 to 12 months.
The first reason is that middle managers and front-line managers encounter policy obstacles that they do not even know can be removed. Only senior managers can identify and eliminate those policy obstacles. For example, middle managers frequently assume that project starts cannot be staggered because clients will not buy-in; however, when the matter is brought up to top management, they are often willing to explain personally to their clients the benefits of pipelining projects. The CEO of one medium-sized manufacturer of industrial equipment even undertook a tour of customers around the world to explain pipelining and get their buy-in.
Second, managing buffers takes time to become a habit. It is only human to revert to old ways as soon as there is a minor hiccup. Close oversight by top management is necessary until managing buffers becomes second nature (“constantly peering over the shoulders” as an engineering manager from one company put it). The leadership in a U.S. Air Force Logistics Center went on daily rounds and for three months personally got involved in resolving issues.
Finally, outsiders can teach concepts. However, how to manage differently is better “taught” by top managers. For example, officers of senior rank in military organizations and “C” level executives of multibillion dollar companies have personally taught and coached their middle and front-line managers in the principles and practices of Buffer Management.
Actively Manage the Buffers
Buffer reports provide an accurate status of Execution. However, merely communicating status is not where the advantage of buffer reports is. The power of Buffer Management comes into play only when used by managers to respond actively to uncertainties. Here is how buffers are managed at various levels in an organization:
Task managers—In contrast with traditional project management, the advantage of Critical Chain in execution is at task level because that is where the work is done. All organizations implementing Critical Chain, ranging from tens to thousands of people working on projects (whether they do research, engineering, or manufacturing projects), have realized the importance of task management. Talking about its implementation at a fashion garments supplier in Australia, the responsible person observed: “It is quite simple. You update your tasks, follow priorities, and get the work done.” According to the engineering director of a home appliances company, “Setting processes and guidelines for Task Management is the key.” Another successful adopter from a submarine maintenance facility put it as, “The supervisors look at their task list and allocate resources based on priority. It is that straightforward.”
Project managers—According to a provider of telecommunication switches, there was tendency in their implementation to use project review meetings only to explain “red” buffers. Only when the division managers started expecting actions for recovering buffers did the projects begin being brought on track.
Resource managers—At a provider of IT applications, resource managers initially did not see a role for themselves in managing execution. However, after Buffer Management was in place, it became evident to them how to anticipate and