Theory Of Constraints And Thinking — Processes Fo...

Align all non-constrained parts of the system to support the constraint.

TOC uses a structured, five-step process for continuous improvement to systematically address these constraints: Theory of constraints and thinking processes fo...

Find the specific part of the system that limits performance (the "weakest link"). Align all non-constrained parts of the system to

Ensure the constraint is used to its maximum capacity without making expensive upgrades. Once the constraint is broken, go back to step 1

Once the constraint is broken, go back to step 1. Do not let inertia become the next constraint. The Thinking Processes (TP Tools)

If steps 2 and 3 are insufficient, invest in additional capacity to "break" the bottleneck.

The is a management philosophy introduced by Eliyahu M. Goldratt in his 1984 book, The Goal . It posits that every complex system—whether a factory, a project, or a supply chain—is limited by at least one constraint (bottleneck) that prevents it from achieving its ultimate goal. The Core Methodology: The Five Focusing Steps