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The book suggests a five-step process to manage constraints. First, identify the constraints that are preventing the organization from reaching its goals. Second, decide how to exploit these constraints. Third, subordinate everything else to the decision made in the second step. Fourth, elevate the constraints if they are still a limiting factor. Finally, if a constraint has been broken, go back to the first step and do not allow inertia to create a new constraint.
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A constraint is any limiting factor that prevents an organization from reaching their goals, even when everything else is working right. Readers will learn that if the five steps are followed in order, finding and correcting these constraints is achievable. In simpler terms, this book teaches readers how to find out what needs to be changed, what to change it to, and how to get it done.
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The Goal uses simple reasoning as a tool to teach the Theory of Constraints (TOC) by presenting the theories in the form of a novel. The TOC, a method...
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