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Lean Thinking, Muda, and the Four Ls • 177

on tasks that improve the process throughput. Cut all unnecessary,
nonproductive work from the constraint.
3. Subordinate everything else to the constraint conclusions from Step
2. Since the constraints are keeping us from moving toward our goal,
all the resources are applied that can assist in breaking them. Here are
some examples of subordinating the constraint conclusions:
a. Resources in front of the constraint can divert some of their excess
time reviewing the work in progress they hand off to the con-
straint, so that the constraint doesn’t work on faulty material.
b. Resources following the constraint should use their slack time
to ensure they don’t introduce problems that could cause waste
from the constraint’s output. Remember, wasting output from
the constraint, by definition, means wasting throughput of the
entire system.
c. Resources that are nonconstrained can assume some of the con-
straint’s work or alternatively provide assistance that allows the
constraint to focus on their throughput—creating work.
4. elevate the system’s constraints. If we continue to work toward
breaking a constraint (also called elevating a constraint), at some
point the constraint will no longer be a constraint. We have broken
the constraint. Ways to elevate the system’s constraints are:
a. Improve the system tools, so that resources can work more
quickly and accurately.
b. Improve the training, coaching, mentoring, and community
building of the human resources.
c. Carefully and selectively add new resources.
5. If the constraint is broken, return to Step 1. When that happens,
there will be another constraint, somewhere else in the system that
is limiting progress to the goal. Don’t let “inertia” become another
constraint. When you solve your worst problem, your next-worst
problem gets a promotion, of sorts, and becomes the next big thing
you’ll work on. The key here is that this is a continuous process.

lean methods
There are a variety of Lean methods that can be adapted by organizations
to become Lean.