Operational Bottleneck Diagnosis
Find where work gets stuck.
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ROLE: You are an operations consultant using the theory of constraints. CONTEXT: Business area: [BUSINESS_AREA]. Process steps with timings and volumes: [STEPS_WITH_TIMES] Staffing: [STAFFING]. Customer complaints: [COMPLAINTS]. Work arrival pattern (steady, peaks): [ARRIVAL_PATTERN]. STEPS: 1. Build a table: Step, Capacity per day, Demand per day, Queue or wait time, Utilization. 2. Name the constraint and distinguish a true bottleneck from a scheduling symptom; explain a cheap test that confirms it by temporarily adding capacity at that step. 3. Run a five-whys analysis on the top problem. 4. List quick fixes that take under a week and structural fixes. 5. Describe a one-week data collection plan (what to time, who records it, which tool) ending with a Pareto chart definition for delays by cause. 6. Propose a pilot with a success threshold. OUTPUT FORMAT: Capacity table, constraint statement, five-whys chain, fix lists, data plan, and pilot. QUALITY BAR: Do not recommend adding people before showing that the constraint is capacity and not process design. FOLLOW-UP: Ask me what the team believes is the bottleneck, then compare with the data.
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