The theory of constraints: a methodology apart?—a comparison with selected OR/MS methodologies

Davies, John; Mabin, Victoria J.; Balderstone, Steven J.

doi:10.1016/j.omega.2004.07.015

Cited by 50 publications

(57 citation statements)

References 20 publications

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“…and how to make that change? (Ku, 2007;Reid, 2007;Shoemaker & Reid, 2005;Taylor & Thomas, 2008) 3 Applying the Theory of Constraints in Services: a review TOC is a theory created mainly for industrial process optimization (Davies et al, 2005;Gillespie et al, 1999;Ku, 2007;Mabin & Balderstone, 2003;Motwani et al 1996a,b;Reid, 2007;Shostack, 1977;Siha, 1999;Spencer, 2000). The terminology used, its indicators, the tools for managing problems, the kind of thinking, their premises and, in general, all elements involved, were developed according to the specific characteristics of the processes to transform raw material into tangible products (Ellis, 2011;Shostack, 1977;Siha, 1999).…”

Section: Logisticsmentioning

confidence: 99%

Applying Goldratt’s Framework to the Banking System

Moreira

Castaño

Sousa

et al. 2014

Period. Polytech. Soc. Man. Sci.

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Section: Logisticsmentioning

confidence: 99%

Applying Goldratt’s Framework to the Banking System

Moreira

Castaño

Sousa

et al. 2014

Period. Polytech. Soc. Man. Sci.

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“…These options are based on well-known principles from lean thinking, industrial engineering, and especially the theory of constraints 14,30 . In particular, options (1)- (4).…”

Section: Diagnostics For Process Flow Improvementmentioning

confidence: 99%

“…It was decided to focus on the cycle time CT III . Following principles from the theory of constraints 14,30 , we spare the bottleneck resource as much as possible. Thus, the scan room is used only for the CT scan itself, moving other tasks (fluid injection and after care) to an area next to the scan room ( Figure 5).…”

Section: Micro Processmentioning

confidence: 99%

“…The figure also places quality, defects and variability, the traditional focal points of six sigma and total quality management, in a coherent breakdown of value in healthcare processes. The ORE system of metrics, finally, facilitates application of the Five Focusing Steps of the theory of constraints 14,30 .…”

Section: Integration Of the Work In Standard Process Improvement Apprmentioning

confidence: 99%

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Process improvement in healthcare: overall resource efficiency

Mast

Kemper

Does

et al. 2011

Quality & Reliability Eng

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General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. This paper aims to develop a unifying and quantitative conceptual framework for healthcare processes from the viewpoint of process improvement. The work adapts standard models from operation management to the specifics of healthcare processes. We propose concepts for organizational modeling of healthcare processes, breaking down work into micro processes, tasks, and resources. In addition, we propose an axiological model which breaks down general performance goals into process metrics. The connexion between both types of models is made explicit as a system of metrics for process flow and resource efficiency. The conceptual models offer exemplars for practical support in process improvement efforts, suggesting to project leaders how to make a diagrammatic representation of a process, which data to gather, and how to analyze and diagnose a process's flow and resource utilization. The proposed methodology links on to process improvement methodologies such as business process reengineering, six sigma, lean thinking, theory of constraints, and total quality management. In these approaches, opportunities for process improvement are identified from a diagnosis of the process under study. By providing conceptual models and practical templates for process diagnosis, the framework relates many disconnected strands of research and application in process improvement in healthcare to the unifying pursuit of process improvement.

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“…The improvement of processes is the subject of a discipline that goes back to scientific management 1 and has resulted in such manifestations as total quality management, business process reengineering, 2 business process management, 3 Generic Project Definitions for Improvement 153 theory of constraints, 4 and Lean Six Sigma. 5 These approaches have been well studied in the academic literature and tried and tested first in industry and later also in service organizations.…”

mentioning

confidence: 99%

Generic Project Definitions for Improvement of Health Care Delivery

Niemeijer

Does

Mast

et al. 2011

Quality Management in Health Care

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Generic project definitions for improvement of health care delivery: A case-base approach Niemeijer, G.C.; Does, R.J.M.M.; de Mast, J.; Trip, A.; van den Heuvel, J. General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible.

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The theory of constraints: a methodology apart?—a comparison with selected OR/MS methodologies

Cited by 50 publications

References 20 publications

Applying Goldratt’s Framework to the Banking System

Applying Goldratt’s Framework to the Banking System

Process improvement in healthcare: overall resource efficiency

Generic Project Definitions for Improvement of Health Care Delivery

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