Applying the Theory of Constraints in the Course of Process Improvement

Marton, Michal; Paulová, Iveta

doi:10.2478/v10186-010-0028-9

Cited by 6 publications

(2 citation statements)

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“…The theory of constraints is a management methodology or philosophy that aims to achieve operational effectiveness, in order to maximize the overall profitability of the facility, by achieving the effective use of its resources, and continuing to improve its performance through the process of continuous improvement (Bergawi, 2018). There are many benefits to using the theory of constraints (Marton & Paulova, 2010): -The possibility of an increase in productivity with minimal changes in operational processes.…”

Section: The Importance Of Applying the Theory Of Constraintsmentioning

confidence: 99%

The Impact of Applying the Theory of Constraints on the Competitive Advantage: Evidence from Jordan

Almasaeid¹

2021

IJARAFMS

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The theory of constraints is a methodology for determining the constraint that stands in the way of the company to achieve its goals. The theory is based on the continuous improvement of the company's operations, to improve its performance and create a competitive advantage for it. thus, The theory of constraints is one of the important subject for literature over the past years to investigate. Therefore, this paper aimed to investigate the impact of applying the theory of constraints on the competitive advantage for Industrial companies in Jordan. The descriptive statistical method was used, the study population consisted of employees in the Industrial companies in Al Mafraq Industrial Estate, and (60) questionnaires were distributed to the sample members, which consisted of (managers, engineers, accountants, supervisors, and technicians), and the number of Questionnaires retrieved and valid for analysis (50) questionnaires. The study showed a statistically significant impact of applying the theory of constraints on the competitive advantage for Industrial companies in Jordan. The study recommend it is necessary for industrial companies to search for the best ways and methods that help reduce constraints, reduce waste of resources, and continuous improvement in production processes, in order to maintain their competitive advantage, and also recommended studying the impact of applying the theory of constraints on other variables or in other environments.

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Section: The Importance Of Applying the Theory Of Constraintsmentioning

confidence: 99%

The Impact of Applying the Theory of Constraints on the Competitive Advantage: Evidence from Jordan

Almasaeid¹

2021

IJARAFMS

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“…This theory is therefore essential in explaining business process improvement. Rather than distributing the already limited time, resources, or materials across the whole system, this theory maintains that the management should focus solely on the areas that actually need attention to yield immediate system improvement (Marton & Paulov, 2010). As pointed out by Lodhi, Koppen and Saake (2013), the competitive business environment makes business process management and improvement essential to enterprises.…”

Section: Literature Reviewmentioning

confidence: 99%

Enhancing Business Process through Research

Taorid¹

2016

Int. j. bus. adm. stud

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The accuracy of the content should not be relied upon and primary sources of information should be considered for any verification. KKG Publications shall not be liable for any costs, expenses, proceedings, loss, actions, demands, damages, expenses and other liabilities directly or indirectly caused in connection with given content. This article may be utilized for research, edifying, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly verboten.

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Introducing in-between decision points to TOC’s five focusing steps

Pretorius

2013

International Journal of Production Research

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This paper builds on the original five focusing steps as defined by Goldratt (1992) as one of the constructs of the Theory of Constraints (TOC). The shortcomings identified are the sequential nature suggested by the five seemingly sequential steps, the lack of clarity relating to decisions that allows moving to next or previous steps, the assumed inapplicability of the five steps to dealing with market-and non-physical constraints (such as policy and behavioural constraints), and the lack of clarity surrounding an ideal constraint location. Deductive reasoning is applied to existing literature to arrive at conceptual solutions to the identified problems. The paper transforms the five focusing steps into a decision map which still includes all five steps, but allowing appropriate decision points to guide application of this process. It expands the applicability of the five focusing steps to both market and non-physical constraints, as well as presenting a logical argument why the best possible constraint location is 'the size of the market chosen to be served well'. Finally further clarity is provided why exploiting and subordinating to the constraint is necessary before constraint elevation should take place.Keywords: theory of constraints (TOC), five focusing steps, decision points, continuous improvement IntroductionThe Theory of Constraints is a philosophy of focused continuous improvement based on systems thinking and system principles (Goldratt 1990a, 8-9, 58-63). The system principle, from which this philosophy lends its name, is the principle that all systems are constrained, and if the constraint is managed well, will provide a leverage point from which huge gains can be achieved (Senge 1990, 63-65). Goldratt (in Chapter 1 of Cox and Schleier, 2010) argues that TOC can be summarised with this one word: focus. One of the well known elements of the Theory of Constraints, is the five focusing steps, which allows for the focus element of the philosophy. The five focusing steps were put forward by Goldratt (1990a, 58-63) as a logical sequence of steps in order to capitalise on the constraint principle. It further allows that once a constraint is broken, one should continue seeking the next constraint, which even though the next constraint will not be as restricting as the previous constraint, will nevertheless still constrain the organisation.Even though the five focusing steps make logical sense, and are always described as five sequential steps in the literature, in reality a number of decision points are to be found within the five focusing steps. Understanding these decision points will allow proper application of the five focusing steps since these decision points direct the focus to the essence of what the five focusing steps strive to achieve, namely a continuous process of doing what is necessary, and refraining from doing what is not necessary, in order to maximise system performance. This new verbalisation aims to improve the understanding and practical application of the five focusing steps. The ...

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Applying the Theory of Constraints in the Course of Process Improvement

Cited by 6 publications

References 0 publications

The Impact of Applying the Theory of Constraints on the Competitive Advantage: Evidence from Jordan

The Impact of Applying the Theory of Constraints on the Competitive Advantage: Evidence from Jordan

Enhancing Business Process through Research

Introducing in-between decision points to TOC’s five focusing steps

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