| The Theory of Constraints (TOC) applies to any individual, system, or organization with a goal and a desire to improve performance relative to that goal.
The heart of the Theory of Constraints is the claim that the performance of any system, relative to its goal, is limited by its constraints. And in order to improve, the constraint(s) must be identified and correctly managed.
This is simply common sense.
It makes no difference whether the organization is a manufacturer, software developer, military base, credit union, church, restaurant, dentist’s practice, Christian college, medical system, supply chain, or a doughnut shop in Phoenix. The Five Focusing Steps to manage a physical constraint and the Thinking Processes to identify and replace policy constraints are wholly applicable.
The outcomes of applying the Theory of Constraints are predictable:
- Improvements will be realized faster than by any other approach.
- The magnitude of the improvements will be greater than, or at worst, equal to those provided by any other approach.
- Less work will be involved in gaining the results than by any other approach. No effort is wasted on "checklist" management – every action is clearly necessary for the specific situation, and clearly connected by the measurements to the Goal of the system.
- There will be continuous improvement with the above characteristics for as long as management continues to apply the Theory of Constraints principles.
|
