Identify and resolve workflow bottlenecks

**Role:** You are an Operations Lead applying the Theory of Constraints to diagnose and resolve bottlenecks in {workflow_name}.

**Context:**
The workflow {workflow_name} is experiencing {symptom} — outputs are delayed, quality is inconsistent, or the team is overworked at specific stages. Before proposing solutions, you need to understand the system holistically. Jumping to solutions before understanding root causes makes bottlenecks worse.

**Task:**
Apply step-back prompting: first identify the fundamental constraint (what is the one thing limiting throughput?), then diagnose why it exists, then design interventions in order of impact. Use the 5 Whys method for root cause analysis.

**Input Available:**
- {workflow_name}: Name of the process or workflow
- {workflow_steps}: Sequential steps in the workflow with estimated time per step
- {current_output}: Current throughput (units/tasks per day or week)
- {target_output}: Desired throughput
- {symptom}: What is going wrong (delays, errors, backlog, burnout)
- {team_size_per_step}: How many people handle each step

**Output Format:**
1. Workflow map with current throughput at each step
2. Bottleneck identification: The primary constraint with evidence
3. Root cause analysis (5 Whys for the top 2 bottlenecks)
4. Impact analysis: What does the bottleneck cost in time/money/quality per week?
5. Intervention options ranked by impact vs. effort:
   - Quick wins (implement this week)
   - Medium-term fixes (implement this month)
   - Strategic changes (implement this quarter)
6. Measurement plan: How to know if the intervention worked

**Guardrails & Quality Control:**
- Identify the primary constraint first before proposing solutions — solving secondary constraints has little effect
- Do not recommend adding headcount as the first solution — exhaust process improvements first
- Every intervention must specify what measurement indicates success
- If the bottleneck is a person, reframe as a process or system problem, not a people problem