Velocity 3 - Part II - Assignment Example

VELO 3 - PART II Response to KENDRA MOODY Hi, as thorough as your presentation is, I still believe that there are a number of insights I can offer to what you have already indicated in your paper. Indeed, it is important that you noted the place of interrelatedness in the quest to achieving efficiency when you admitted that throughput leads to increase in money, and management of constraint leads to throughput (Jacob, Bergland & Cox, 2010). As much as this position is acceptable, my insight is that approaching efficiency through interrelatedness should be done with much caution and only after the management is convinced that it has what it takes to trend such lines.

This is because I have had a personal experience with my organization where we attempted to facilitate revenue generation through throughput put because there was lack of understanding among the team, we failed totally. It is therefore recommended that the ability to identify constraints and use throughput by your organization should be done on a regular basis so as to ensure that the people get the needed experience to do it right (Goldratt Institute, 2009).ReferencesGoldratt Institute. (2009).

 Combining Lean, Six Sigma, and the theory of constraints to achieve breakthrough performance. Retrieved fromhttp://www.goldratt.com/pdfs/CombiningLSSandTOC.pdfJacob, 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.Response to CARLOS CONNERSIndeed, there is sufficient evidence in literature to support the fact that blame game has never helped in the growth of organizations, as it leads to a situation where management refuse to tackle the actual problem but only the symptoms of it (Corbett, 2006).

It is for this reason that I find the second passage you talked about very useful and important. Adding my insight to this, I would say that based on the velocity methodology, it is always important to see people as facilitators of change and therefore learn to make the most out of them (Jacob, Bergland & Cox, 2010). This means that even if people within the organization are found to be the cause of certain problems, instead of lambasting these people and discouraging them, they could be empowered t understand how they can personally contribute to the success of the organization.

Once this is done, everyone would begin to benefit from them.ReferencesCorbett, T. (2006). Three-questions accounting. Strategic Finance, 87(10), 48–55. 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.