ALL about Goldratt's Theory of Constraints

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Organizations are Complex

Organizations are a complex web of people, equipment, methods, materials and measures. This detail complexity is bad enough. Then add to it the dynamic complexity of changing customers, suppliers, workforce, regulations, etc. and you have a picture of the challenge faced by today's management team.

Traditional Management Methods

Traditionally, management has divided the organization into smaller, more manageable pieces. The objective is to maximize the performance of each part. The global improvement is assumed to be equal to the sum of the local improvements. Right?

The Theory of Constraints

No, wrong! TOC claims that a change to most of the variables in an organization will have only a small impact on the global performance - on the bottom line. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. Why? Because if only a few key variables in any system influence overall system performance at any given time, trying to improve most of the system will be counterproductive.

Theory of Constraints provides a set of holistic processes and rules, all based on a systems approach that exploits the inherent simplicity within complex systems through focusing on the few variables – called Constraints - as a way to synchronize the parts to achieve ongoing improvement in the performance of the system as a whole.

Goldratt likens systems to chains, or to networks of chains. Like a chain, a system is only as strong as its weakest link.

An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain — but only up to the level of the next weakest link.

Similarly, in business systems, it is usually the capacity of one element that determines the overall performance of the business, and striving to improve any aspect of the system other than that constraint won’t do anything.

The TOC Process. Steps

A company must first know its goal and the necessary conditions for achievement. Then it has to follow the “Process Of Ongoing Improvement (POOGI)” to identify, exploit and perhaps elevate the Constraint(s) in a continuous way:

Identify (choose) the system’s constraint.
Decide how to exploit the system’s constraint.
Subordinate everything else to the above decision.
(Evaluate various alternatives to) Elevate the system’s constraint.
If the constraint is broken go back to step 1, but do not allow inertia to cause the system’s constraint.

The Main Types of Constraints of a Commercial System

Capacity Constraint: A resource which cannot provide timely capacity as demanded by the system.
Market Constraint: The amount of customers’ orders is not sufficient to sustain the required growth of the system.
Time Constraint: The response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.

TOC Solution Areas

Operation (production) management - Make to Order (MTO) environment and Make to Availability (MTA)
Project Management - CCPM - Critical Chain Project Management
Distribution & Supply Chain Management - DTA - Distribute to Availability
Finance & Measurements - Throughput Accounting
Sales Management
Marketing – Development of Market Offers
Managing People - Management Tools (MT)
Strategy & Tactics – How to develop a company-wide improvement plan
Thinking Processes – Everything within a system is connected by cause and effect relationships. Identification of the causes leads us to the core problem/contradiction/conflict and this is the level for sustainable solutions. The use of cause and effect relationships helps us to structure our thinking, log our analysis and understand the suggested solution for any problem. The TOC - thinking processes provides a set of tools in doing so.

Useful resources about the Theory of Constraints

Manufacturing Environments - Book: "The Goal" by Goldratt
Distribution and Supply Chain - Book: "Isn’t it obvious" by Goldratt
Applied Thinking Processes in Software Development - Book: "Necessary But Not Sufficient" by Goldratt
Project Management - Book: "Critical Chain" by Goldratt
Marketing - Book: "It’s not Luck" by Goldratt
Theoretical Treatment - Book: "Theory of Constraints" by Goldratt

Theory of Constraints Special Interest Group

Special Interest Group (289 members)

Forum about Theory of Constraints

Discussions about Theory of Constraints.

	What's the Difference Between Constraints and Bottlenecks? Constraint and bottleneck are different concepts: - A constraint is a restriction of a process, it might be, equipment, (...)

🔥	NEW Theory of Constraints Applied to Bonus Payments for Quantity Produced and Product Quality Hi everyone, I guess we all agree that if we want to change things we need to use "system thinking"…! There is a "but"; (...)

	Theory of Constraints in Mining Hi All, I am currently pursuing a project on the application of TOC in Underground Coal Mining in Australia. I am lookin (...)

Best Practices about Theory of Constraints

Here you find the most valuable discussions from the past.

🥇	Quote by Eliyahu Goldratt An expert is not someone that gives you the answer, it is someone that asks you the right question. (...)

🥈	Impediments Analysis? What is impediments analysis? Any help, please? Editor: An inpediment is something that impedes; a hindrance or obstr (...)

🥉	Theory of Constraints - PQ Game and GSIM Game I have been using GSIM ad PQ games regularly to teach TOC fundamentals and concepts to my students in Business schools. (...)

	Current Reality Tree A useful tool that Goldratt uses to identify bottlenecks is the Current Reality Tree (CRT). Similar to a , a current r (...)

	The Dice Game by Goldrat I am using Goldrat's dice game in my classes. It is very helpful for the students to understand variation and the 6 side (...)

	Theory of Constraints and Throughput Accounting It is important to notice that the theory of constraints has given birth to a very important management accounting tool; (...)

	New Book on Theory of Constraints & Deming Methodology In 'Sechel: Logic, Language and Tools to Manage Any Organization as a Network' (January 2011), Dr. Domenico Lepore, co-a (...)

	Big Box Retail - TOC Application at Store Level I'm looking for any examples of Theory of Contraints at the store level. Such as for Home Depot, Lowe's, Walmart. Succes (...)

	Theory of Constraints in Education / Quality Assurance? The Theory of Constraints has been applied in several areas such as the manufacturing environments, distribution and sup (...)

	Neural Network In SCM? Hi, (how) can the concept of Neural Networks be applied in the world of Supply Chain for managing the flow of orders bet (...)

Expert Tips about Theory of Constraints

Here you will find advices by experts.

	Dealing with Changing Constraints Theory of Constraints (...)

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	Drum-Buffer-Rope Methodology and Time Buffers Buffer Management (...)

	Time Buffers in Theory of Constraints TOC Approach to Variability (...)

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	3 Potential Categories of (Root) Causes Root Cause Analysis, Ishikawa, 8D, TOC (...)

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	What is an Accurate Finance System in the TOC Perspective? Finance (...)

Information Sources about Theory of Constraints

Here you will find powerpoints, videos, news, etc.

	Introduction to Goldratt's Theory of Constraints Theory of Constraints, TOC, Just-in-time, Drum-Buffer-Rope, Shop Floor, Decision Making (...)

	Theory of Constraints 101 TOC, Theory of Constraints, Eliyahu Goldratt, Focus on the Bottleneck (...)

	Theory of Constraints vs. ABC Compare TOC and ABC (...)

	Supply Chain Collaboration SCC, Theory of Constraints (...)

	TOC Reference Sheet TOC Reference Guide (...)

	Distribution TOC way Managing Distribution According to TOC Principles (...)

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Theory of Constraints (Goldratt)