http://13.50.150.85/index.php?action=history&feed=atom&title=Theory_of_ConstraintTheory of Constraint - Revision history2026-07-16T11:04:55ZRevision history for this page on the wikiMediaWiki 1.43.3http://13.50.150.85/index.php?title=Theory_of_Constraint&diff=73699&oldid=prevTkokotas at 09:36, 17 May 20192019-05-17T09:36:38Z<p></p>
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</table>Tkokotashttp://13.50.150.85/index.php?title=Theory_of_Constraint&diff=60496&oldid=prevTkokotas at 15:03, 18 December 20182018-12-18T15:03:28Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;">[[Category:Project Management]][[Category:Theory of Constraints]][[Category:Context]][[Category:Complexity]]</del></div></td><td colspan="2" class="diff-side-added"></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The underlying assumption of Theory of Constraint (TOC) developed by Eliyahu M. Goldratt is that the performance of a system constraint will determine the performance of the whole system or organization. A constraint is anything that limits or prevents higher system performance to reach its goal. The constraint is the weakest link in the chain. A Five Focusing Steps methodology can be used to identify and eliminate constraints in an organization and it can be a tool for continuously improvement in the same. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The underlying assumption of Theory of Constraint (TOC) developed by Eliyahu M. Goldratt is that the performance of a system constraint will determine the performance of the whole system or organization. A constraint is anything that limits or prevents higher system performance to reach its goal. The constraint is the weakest link in the chain. A Five Focusing Steps methodology can be used to identify and eliminate constraints in an organization and it can be a tool for continuously improvement in the same. </div></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This article is about selecting the best improvement methodology in an organization and the author discuss the basics of the improvement methodologies Six Sigma, Lean and TOC; the concepts and effects as well as the similarities and differences. This is relevant for this TOC paper in the sense that organizations thrive to improve their business system also in their execution of projects, programs and portfolios.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>This article is about selecting the best improvement methodology in an organization and the author discuss the basics of the improvement methodologies Six Sigma, Lean and TOC; the concepts and effects as well as the similarities and differences. This is relevant for this TOC paper in the sense that organizations thrive to improve their business system also in their execution of projects, programs and portfolios.</div></td></tr>
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</table>Tkokotashttp://13.50.150.85/index.php?title=Theory_of_Constraint&diff=60130&oldid=prevTkokotas at 13:15, 10 November 20182018-11-10T13:15:21Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The underlying assumption of Theory of Constraint (TOC) developed by Eliyahu M. Goldratt is that the performance of a system constraint will determine the performance of the whole system or organization. A constraint is anything that limits or prevents higher system performance to reach its goal. The constraint is the weakest link in the chain. A Five Focusing Steps methodology can be used to identify and eliminate constraints in an organization and it can be a tool for continuously improvement in the same. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The underlying assumption of Theory of Constraint (TOC) developed by Eliyahu M. Goldratt is that the performance of a system constraint will determine the performance of the whole system or organization. A constraint is anything that limits or prevents higher system performance to reach its goal. The constraint is the weakest link in the chain. A Five Focusing Steps methodology can be used to identify and eliminate constraints in an organization and it can be a tool for continuously improvement in the same. </div></td></tr>
</table>Tkokotashttp://13.50.150.85/index.php?title=Theory_of_Constraint&diff=60129&oldid=prevTkokotas at 13:14, 10 November 20182018-11-10T13:14:43Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The underlying assumption of Theory of Constraint (TOC) developed by Eliyahu M. Goldratt is that the performance of a system constraint will determine the performance of the whole system or organization. A constraint is anything that limits or prevents higher system performance to reach its goal. The constraint is the weakest link in the chain. A Five Focusing Steps methodology can be used to identify and eliminate constraints in an organization and it can be a tool for continuously improvement in the same. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The underlying assumption of Theory of Constraint (TOC) developed by Eliyahu M. Goldratt is that the performance of a system constraint will determine the performance of the whole system or organization. A constraint is anything that limits or prevents higher system performance to reach its goal. The constraint is the weakest link in the chain. A Five Focusing Steps methodology can be used to identify and eliminate constraints in an organization and it can be a tool for continuously improvement in the same. </div></td></tr>
</table>Tkokotashttp://13.50.150.85/index.php?title=Theory_of_Constraint&diff=60128&oldid=prevTkokotas at 13:13, 10 November 20182018-11-10T13:13:21Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The underlying assumption of Theory of Constraint (TOC) developed by Eliyahu M. Goldratt is that the performance of a system constraint will determine the performance of the whole system or organization. A constraint is anything that limits or prevents higher system performance to reach its goal. The constraint is the weakest link in the chain. A Five Focusing Steps methodology can be used to identify and eliminate constraints in an organization and it can be a tool for continuously improvement in the same. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The underlying assumption of Theory of Constraint (TOC) developed by Eliyahu M. Goldratt is that the performance of a system constraint will determine the performance of the whole system or organization. A constraint is anything that limits or prevents higher system performance to reach its goal. The constraint is the weakest link in the chain. A Five Focusing Steps methodology can be used to identify and eliminate constraints in an organization and it can be a tool for continuously improvement in the same. </div></td></tr>
</table>Tkokotashttp://13.50.150.85/index.php?title=Theory_of_Constraint&diff=18293&oldid=prevS997303 at 05:48, 29 September 20152015-09-29T05:48:55Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>TOC applied for Project Management is named Critical Chain Project Management (CCPM) methodology and the Five Focusing Steps methodology is adapted to CCPM. For CCPM first step '''IDENTIFY''' focus on identifying which constraint/critical path in the project that limits the speed of the project deliverable and hereby the achievement of the goal.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>TOC applied for Project Management is named Critical Chain Project Management (CCPM) methodology and the Five Focusing Steps methodology is adapted to CCPM. For CCPM first step '''IDENTIFY''' focus on identifying which constraint/critical path in the project that limits the speed of the project deliverable and hereby the achievement of the goal.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>In the '''EXPLOIT''' step a "low-risk" activity duration of the project is estimated. Here the estimators have to understand the critical chain methodology so that the solicited estimated "average" times assume that everything will go after the plan. This also requires that the participants devote 100% of their time to the project. As illustrated in figure 3 below the critical chain use reduced activity duration estimates. In other words it means that the critical chain constitutes the constraint that determines the earliest date that a project can finish. Monitoring the progress along this critical chain is crucial, because it will reflect the progress of the entire project. </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>In the '''EXPLOIT''' step a "low-risk" activity duration of the project is estimated. Here the estimators have to understand the critical chain methodology so that the solicited estimated "average" times assume that everything will go after the plan. This also requires that the participants devote 100% of their time to the project. As illustrated in figure 3 below the critical chain use reduced activity duration estimates <ins style="font-weight: bold; text-decoration: none;">compared to PERT-CPM</ins>. In other words it means that the critical chain constitutes the constraint that determines the earliest date that a project can finish. Monitoring the progress along this critical chain is crucial, because it will reflect the progress of the entire project. </div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;">INSERT FIGURE </del>3 <del style="font-weight: bold; text-decoration: none;">HERE</del></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;">[[Image:Fig3JLY.jpeg|thumb|center|upright=4|alt=Con| Figure </ins>3 <ins style="font-weight: bold; text-decoration: none;">CPPM compared to traditional PERT-CPM]]</ins></div></td></tr>
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</table>S997303http://13.50.150.85/index.php?title=Theory_of_Constraint&diff=18289&oldid=prevS997303 at 05:45, 29 September 20152015-09-29T05:45:12Z<p></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>TOC is originally applied in manufacturing and scheduling where the speed of a constraint sets the pace of a process in a production line. However TOC has evolved from a production schedule method to a project management methodology that can be used to schedule resources in the execution of project. Critical Chain Project Management CCPM has a focus on how project managers deals with human behaviour. The technical aspects of CCPM are to focus on the critical areas by identifying the critical chain and to insert buffers at appropriate points in the project network. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>TOC is originally applied in manufacturing and scheduling where the speed of a constraint sets the pace of a process in a production line. However TOC has evolved from a production schedule method to a project management methodology that can be used to schedule resources in the execution of project. Critical Chain Project Management CCPM has a focus on how project managers deals with human behaviour. The technical aspects of CCPM are to focus on the critical areas by identifying the critical chain and to insert buffers at appropriate points in the project network. </div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>The drawbacks of TOC and CCPM <del style="font-weight: bold; text-decoration: none;">are...</del>.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>The drawbacks of TOC and CCPM <ins style="font-weight: bold; text-decoration: none;">seems to be limited research in the field and the acceptance of the employee using this methodology</ins>.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* Even though the concept of CCPM with buffers whether project, feeding or resource can easily be added to existing project management approaches the critical aspect in CCPM is that its success depends on the project participants acceptance of the CCPM premises (e.g. the cut in activity times) as well as the project managements understanding of the psychology of the project team.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* Even though the concept of CCPM with buffers whether project, feeding or resource can easily be added to existing project management approaches the critical aspect in CCPM is that its success depends on the project participants acceptance of the CCPM premises (e.g. the cut in activity times) as well as the project managements understanding of the psychology of the project team.</div></td></tr>
<tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;"></ins></div></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=''' Annotated Bibliography'''=</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=''' Annotated Bibliography'''=</div></td></tr>
</table>S997303http://13.50.150.85/index.php?title=Theory_of_Constraint&diff=18285&oldid=prevS997303: /* Limitations of TOC */2015-09-29T05:38:36Z<p><span class="autocomment">Limitations of TOC</span></p>
<table style="background-color: #fff; color: #202122;" data-mw="interface">
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=='''Limitations of TOC'''==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=='''Limitations of TOC'''==</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>* <del style="font-weight: bold; text-decoration: none;">In general it is argued that TOC has borrowed research and practice especially from program and review technique (PERT) and Critical path method (CPM). FIND SOURCE</del></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>* <ins style="font-weight: bold; text-decoration: none;">A </ins>major obstacles to TOC (as well as Lean and Six Sigma)as an improvement methodology is that the TOC methodology address management theories as a secondary issue. TOC does not address the general theory of management or the policies of an organization (REF8). Change processes challenge existing ways of doing things in an organization, and policies and organizational values might have to be revised. TOC does not take into account that earning money is not always the only purpose of an organization.</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div> </div></td><td colspan="2" class="diff-side-added"></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;">* Another </del>major obstacles to TOC (as well as Lean and Six Sigma)as an improvement methodology is that the TOC methodology address management theories as a secondary issue. TOC does not address the general theory of management or the policies of an organization (REF8). Change processes challenge existing ways of doing things in an organization, and policies and organizational values might have to be revised. TOC does not take into account that earning money is not always the only purpose of an organization.</div></td><td colspan="2" class="diff-side-added"></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* When used as improvement process with low work force involvement, you could argue that TOC has some drawbacks. If an employee is only briefly informed and not involved in the TOC process he/she might feel less motivated (engaged). Work force involvement according to Dave Nave is vital for successful implementation of TOC (REF8, p. 76). </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* When used as improvement process with low work force involvement, you could argue that TOC has some drawbacks. If an employee is only briefly informed and not involved in the TOC process he/she might feel less motivated (engaged). Work force involvement according to Dave Nave is vital for successful implementation of TOC (REF8, p. 76). </div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* Gupta (REF6, page 658)in his article about Constraint Management concludes that TOC has a potential to be established as a useful production management theory as it is widely applicable across the production function, however the theory of TOC has not been empirically developed and tested which is required to be accepted as a general theory.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* Gupta (REF6, page 658)in his article about Constraint Management concludes that TOC has a potential to be established as a useful production management theory as it is widely applicable across the production function, however the theory of TOC has not been empirically developed and tested which is required to be accepted as a general theory.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;">* Even though the concept of CCPM with buffers whether project, feeding or resource can easily be added to existing project management approaches the critical aspect in CCPM is that its success depends on the project participants acceptance of the CCPM premises (e.g. the cut in activity times) as well as the project managements understanding of the psychology of the project team.</ins></div></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=''' Annotated Bibliography'''=</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=''' Annotated Bibliography'''=</div></td></tr>
</table>S997303http://13.50.150.85/index.php?title=Theory_of_Constraint&diff=18283&oldid=prevS997303: /* Advantages of TOC */2015-09-29T05:14:50Z<p><span class="autocomment">Advantages of TOC</span></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* The Five Focusing Steps as well as the Thinking Process presents a variety of tools to approach different problems in an organization or in a project. For example to solve a relative simple product mix problem the TOC tools combined in different ways can provide a flexible and synergic approach to identify different solutions and solve a specific problem.(REF6, page 652 and 653).</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* The Five Focusing Steps as well as the Thinking Process presents a variety of tools to approach different problems in an organization or in a project. For example to solve a relative simple product mix problem the TOC tools combined in different ways can provide a flexible and synergic approach to identify different solutions and solve a specific problem.(REF6, page 652 and 653).</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div> </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;"> </ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* TOC applied for Project Management CCPM is differentiated from traditional project management approaches like PERT and CPM, because CCPM recognizes and accounts for human behaviours to ensure on time completions of project activities. CCPM seeks to avoid student syndrome of waiting until last minute to begin work on a task. Also it deals with the problem of multitasking - when more project participants are assigned to more tasks and switch back and forth causing delays.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* TOC applied for Project Management CCPM is differentiated from traditional project management approaches like PERT and CPM, because CCPM recognizes and accounts for human behaviours to ensure on time completions of project activities. CCPM seeks to avoid student syndrome of waiting until last minute to begin work on a task. Also it deals with the problem of multitasking - when more project participants are assigned to more tasks and switch back and forth causing delays.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* CCPM removes protective time in the resource schedule of a project which means that the participants time buffer or "protective pad" is removed from every activity of the project. This reduces the accumulated protection buffer of the entire chain. In stead CCPM inserts buffers (critical resources) in key locations in the chain. CCPM focus on the longest sequence in a project and considers both dependent, sequential activity links and resource links. Whereas The Critical Path used in a PERT/CPM approach only reflects the sequential linking of dependent tasks. (REF3, p19).</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* CCPM removes protective time in the resource schedule of a project which means that the participants time buffer or "protective pad" is removed from every activity of the project. This reduces the accumulated protection buffer of the entire chain. In stead CCPM inserts buffers (critical resources) in key locations in the chain. CCPM focus on the longest sequence in a project and considers both dependent, sequential activity links and resource links. Whereas The Critical Path used in a PERT/CPM approach only reflects the sequential linking of dependent tasks. (REF3, p19).</div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=='''Limitations of TOC'''==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=='''Limitations of TOC'''==</div></td></tr>
</table>S997303http://13.50.150.85/index.php?title=Theory_of_Constraint&diff=18278&oldid=prevS997303: /* Applications */2015-09-29T05:04:17Z<p><span class="autocomment">Applications</span></p>
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 05:04, 29 September 2015</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>The Five Focusing Steps methodology have mainly been applied to manufacturing and supply chain solutions as also illustrated in previous examples. But especially the Thinking Process tools have also led to TOC applications being used in the field of marketing and sales for example to identify product mix solutions. <del style="font-weight: bold; text-decoration: none;">TOC is also used in finance to INSERT MERE HER....</del></div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>The Five Focusing Steps methodology have mainly been applied to manufacturing and supply chain solutions as also illustrated in previous examples. But especially the Thinking Process tools have also led to TOC applications being used in the field of marketing and sales for example to identify product mix solutions. </div></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div> </div></td><td colspan="2" class="diff-side-added"></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=='''TOC in Project Management'''==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>=='''TOC in Project Management'''==</div></td></tr>
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