MENTAL MODEL · M0075

Five Focusing Steps

SystemsHigh supportSystems Theory

Included

Version 1.0.0 · Updated 2026-07-30

CORE DEFINITION

The five focusing steps organize improvement around a system goal: identify the current constraint, exploit its existing resources, subordinate other activities to it, elevate its capability where needed, and return to identification when the constraint moves so old rules do not become new constraints. Exploit means making effective use of existing resources, not running people or equipment at full load without limits.

SCAFFOLDING EFFECT

psychology

Reduce cognitive load

Connect improvement to the overall goal, distinguishing local activity from system output. Address the current limit and coordinate upstream and downstream work instead of merely adding work in progress at nonconstraints.

anchor

Anchor fast decisions

While a current constraint limits the system goal, increasing another step’s local capacity may only add waiting or inventory. Reducing starvation, rework, or blocking can improve the whole by supporting the constraint. This does not make every nonconstraint improvement worthless; markets or policies can also constrain performance.

MINIMUM ACTION

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Practice this model in one real situation:

Choose a process goal and record throughput, queues, and downtime causes at each step for a week. Identify evidence for the current constraint, try one improvement using existing equipment, and align other activities with its needs. Compare total delivery and quality, consider added capacity if still constrained, and reassess afterward.

Check to track your progress (stored locally)

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Source support: Explicit

link
en.wikipedia.orghttps://en.wikipedia.org/wiki/Theory_of_Constraints_in_streamline_manufacturingEN · Explicit
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link
leanproduction.comhttps://www.leanproduction.com/theory-of-constraints/EN
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