Theory of Constraints - Revision history

User: The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

2021-02-06T18:53:00Z

The LinkTitles extension automatically added links to existing pages (https://github.com/bovender/LinkTitles).

User at 17:14, 5 February 2021

2021-02-05T17:14:28Z

User: Created page with "'''Content coming soon'''"

2018-12-11T22:18:33Z

Created page with "'''Content coming soon'''"

New page

'''Content coming soon'''

← Older revision		Revision as of 18:53, 6 February 2021
Line 1:		Line 1:
−	The '''Theory of Constraints''' is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck. The Theory of Constraints takes a scientific approach to improvement. It hypothesizes that every complex system, including manufacturing processes, consists of multiple linked activities, one of which acts as a constraint upon the entire system (i.e. the constraint activity is the “weakest link in the chain”). The core concept of the Theory of Constraints is that every process has a single constraint and that total process throughput can only be improved when the constraint is improved. A very important corollary to this is that spending time optimizing non-constraints will not provide significant benefits; only improvements to the constraint will further the goal (achieving more profit). Thus, TOC seeks to provide precise and sustained focus on improving the current constraint until it no longer limits throughput, at which point the focus moves to the next constraint. The underlying power of TOC flows from its ability to generate a tremendously strong focus towards a single goal (profit) and to removing the principal impediment (the constraint) to achieving more of that goal. In fact, Goldratt considers focus to be the essence of TOC.<ref>Definition - What is the Theory of Constraints (TOC) [https://www.leanproduction.com/theory-of-constraints.html Lean Production]</ref>	+	The '''Theory of Constraints''' is a [[methodology]] for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In [[manufacturing]], the constraint is often referred to as a bottleneck. The Theory of Constraints takes a scientific approach to [[improvement]]. It hypothesizes that every complex [[system]], including manufacturing processes, consists of multiple linked activities, one of which acts as a constraint upon the entire system (i.e. the constraint activity is the “weakest link in the chain”). The core concept of the Theory of Constraints is that every [[process]] has a single constraint and that total process throughput can only be improved when the constraint is improved. A very important corollary to this is that spending time optimizing non-constraints will not provide significant benefits; only improvements to the constraint will further the goal (achieving more [[profit]]). Thus, TOC seeks to provide precise and sustained focus on improving the current constraint until it no longer limits throughput, at which point the focus moves to the next constraint. The underlying [[power]] of TOC flows from its ability to generate a tremendously strong focus towards a single goal (profit) and to removing the principal impediment (the constraint) to achieving more of that goal. In fact, Goldratt considers focus to be the essence of TOC.<ref>Definition - What is the Theory of Constraints (TOC) [https://www.leanproduction.com/theory-of-constraints.html Lean Production]</ref>

← Older revision		Revision as of 17:14, 5 February 2021
Line 1:		Line 1:
−	'''~~Content coming soon~~'''	+	The '''Theory of Constraints''' is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck. The Theory of Constraints takes a scientific approach to improvement. It hypothesizes that every complex system, including manufacturing processes, consists of multiple linked activities, one of which acts as a constraint upon the entire system (i.e. the constraint activity is the “weakest link in the chain”). The core concept of the Theory of Constraints is that every process has a single constraint and that total process throughput can only be improved when the constraint is improved. A very important corollary to this is that spending time optimizing non-constraints will not provide significant benefits; only improvements to the constraint will further the goal (achieving more profit). Thus, TOC seeks to provide precise and sustained focus on improving the current constraint until it no longer limits throughput, at which point the focus moves to the next constraint. The underlying power of TOC flows from its ability to generate a tremendously strong focus towards a single goal (profit) and to removing the principal impediment (the constraint) to achieving more of that goal. In fact, Goldratt considers focus to be the essence of TOC.<ref>Definition - What is the Theory of Constraints (TOC) [https://www.leanproduction.com/theory-of-constraints.html Lean Production]</ref>