This
book is the basis for the Theory of Constraints as espoused by Eli Goldratt.
Producing a product or delivering a service involves a series of
contingent events. The completion of certain events is contingent upon the
completion of preceding events. The
completion of the series is constrained by the speed of the slowest event.
The principle is best explained by considering the events that take
place when taking a group of boys on a hike in the woods.
The goal is to have the group hike to a spot 10 miles into the woods.
Since the average boy can walk two miles per hour, it would seem
reasonable that the hike would take five hours to complete.
In reality, it will take the group considerably more than five hours to
make the 10 mile hike.
The boys are lined up on the trail, equal distance from each other.
As they begin their hike, the distances between the boys start to vary
and the line starts to spread out.
One slightly overweight boy named Herbie has the longest distance
between himself and the boy in front of him, but yet has several boys close
behind him.
In order to keep the group together, the boys in front of Herbie are
asked to stop and wait for Herbie and the other boys to catch up.
Herbie is placed in various positions in the line, but it becomes
apparent that the speed of the group is determined by Herbie, regardless of
where he is in the line.
The point of the story is that every company has a Herbie and that
Herbie determines the speed of the process of contingent events.
Chief executives who insist on being involved in many daily operational
issues usually end up being the Herbie in their company.
They are the one person in their company who impedes growth more than
any other person.
