Theory Of Constraints

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What is Theory of

Constraints?

Exploring the philosophy behind

the theory

Managing an organization - is it art or science? Developed by Dr. Eli Goldratt,

Theory of Constraints (TOC) assumes it is possible to apply the principles

underlying the development of hard sciences, like physics, in area of

management of organizations.

In other words, managing an organization can be a science.

Satyashri Mohanty

12 Aug 2008

Vector Consulting Group (VCG) helps organizations

achieve quantum improvement in distribution,

manufacturing and project environments using the

platform of the Theory of Constraints (TOC) thinking

and solutions.VCG is the largest management

consulting firm, in India, specializing in TOC. It has

successfully pioneered a new execution based

engagement model, wherein significant part of its

fees is linked to actual benefits derived by the client.

Principle of Convergence (The inherent Simplicity)

Hard science (like physics or chemistry) believe in principle of convergence. Why? If we have

everything in nature connected to everything else, then an effect can never be in isolation. It has to

have a cause. Physicists assume, at a fundamental level, there is a convergence of know-how which

explains all other application knowledge. The history of development of fundamental physics (and

application physics) is motivated by this quest for finding the unified theory which can explain all the

forces and particles in universe. This unrelenting quest for unification over the years has lead to

many inventions and discoveries along the way. For example the electro-magnetic theory helped

converge the electrical field theory with the magnetic field theory and we got inventions like the

Television, X Ray etc.

Similarly in organizations, there are interactions between various departments. An effect (positive or

negative) in one department is because of an action in same or another department. (For example

dispatches going down because finance department has decided to put a cap on overtime or

breakdown time going up because maintenance department has cut the spares inventory to meet

their cost reduction targets.

Due to the complex relationships between entities, an action or a decision (a cause) also

leads to multiple effects across time periods and departments. Hence problems in organizations

cannot be seen in isolation unless we want to just deal with symptoms.

We should solve the root cause. We all know that. What is the difference?

The approach of TOCtowards finding the root cause is the search for convergence. As we try and dive

deeper to look at causality behind the effects, and think cause-effect-cause then we will see convergence

(few causes) rather than divergence (many causes). With such rigorous logical analysis we should arrive

at a single core problem for an organizational system (a system of interacting departments with one

common goal of making more money), which can be solved to get the next level of improvement. This

implies that, at any point of time, we need to just focus on one initiative on the leverage point (or the

core problem) to get the next level of improvement. Since the core problem or the leverage point is

connected to many issues across departments, any improvement will give rise to a quantum jump in

performance of the organization.