Throughput Accounting

The definitive guide to the theory of constraints
In this authoritative volume, the world's top Theory of Constraints (TOC) experts reveal how to implement the ground-breaking management and improvement methodology developed by Dr. Eliyahu M. Goldratt. Theory of Constraints Handbook offers an in-depth examination of this revolutionary concept of bringing about global organization performance improvement by focusing on a few leverage points of the system. Clear explanations supplemented by examples and case studies define how the theory works, why it works, what issues are resolved, and what benefits accrue, and demonstrate how TOC can be applied to different industries and situations.

Innovative strategies for building and managing the supply chain using Lean and the Theory of Constraints (TOC)

This book guides you through the philosophies that are constantly being promoted, enabling you make informed choices. The book discusses Lean Manufacturing and the often accompanying Six Sigma, as well as the aspects of the Theory of Constraints that may cause confusion and prevent implementation. The book reviews many of the most popular quality tools and quality management systems, fostering an understanding of what should be the foundation of any organization. The book concludes by providing a diagnostic tool that helps you determine which tools, or aspects of tools, are valid for your organization.

The Theory of Constraints (TOC) is a framework of interdisciplinary knowledge, methods, and management tools for organizations. It starts from the premise that imbalance is inevitable but also desirable. The flow management method of the Theory of Constraints, called Drum – Buffer – Rope, involves pacing the release of manufacturing orders to the pace of the bottleneck to avoid excess work in progress and reduce cycle times, while ensuring that parts arrive sufficiently early to never stop the same bottleneck. The five key implementation steps of the theory of constraints are: 1, identify the constraint; 2, exploit the constraint (increase its utilization and efficiency); 3, subordinate all processes to the constrained process; 4, elevate the performance of the constraint (if necessary); 5, repeat from step 1.

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