Do you have engineering managers in your firm who are more effective than others? Every engineering company does. However, most companies are trying to “improve” them, but with no success. Why? They are not considering the Theory of Constraints. In this article, I will share how this theory can help you in all aspects of your company and provide a useful diagram that can serve as a blueprint for building strong engineering leaders. This article was originally posted on LinkedIn here.
The Engineering Management Skills Trilogy
Over this past year at the Engineering Management Institute (EMI), we have done extensive research into what makes successful engineering managers, and I have been trying to figure out a way to explain our findings to the firms that we provide training to, as well as our content subscribers, and I finally found a way to do it — through the Theory of Constraints.
The Theory of Constraints was developed by Eli Goldratt, an Israeli business management guru.
The Theory of Constraints states that any system with a goal has one limit, and worrying about anything other than that one limit is a waste of resources.
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