| Abstract: | This article applies Goldratt's thinking process (TP) to problems associated with an engineering consulting firm's invoicing system and the need to increase productivity to maintain demand. The core problem found was the company was not maximizing the use of project management personnel. Results of the TP are an effect‐cause‐effect analysis that considers undesirable effects associated with increasing productivity. By identifying the core problem, we determined what to change, what to change to, and how to cause the change. |
