The Theory of Constraints: Practice and ResearchB. Ronen
Level of TOC knowledge acquired:Introductory
Designed for:Consultants, Managers, Academics, Business owners, Executives, Implementers and Leaders
The Theory of Constraints (TOC) has spread as a leading managerial philosophy during the last two decades. TOC is successfully implemented in thousands of companies and organizations, large and small, throughout the globe. It has been implemented in the areas of production, logistics, distribution, project management, research and development and sales and marketing.
Implementations span across a multitude of sectors in all industries: the private and public sectors, flow manufacturing as well as job shop operations, start up companies as well as corporate America, for profit and not-for-profit organizations. Implemented properly, TOC leads to significant results in a relatively short time.
However, contrary to the vast application of TOC in practice, TOC research published in refereed academic journals is lagging behind. TOC should be proven as a continuity of previous research rather than a stand alone new concept. TOC practitioners should seek for academic examination for the validity of the tools and the understanding of the implementation process. Book made of Journal Human Systems Management.
Editorial - B. Ronen
Implementing a pull system in batch/mix process industry through Theory of Constraints: A case-study
V. Belvedere and A. Grando
Significant enhancement of academic achievement through application of the Theory of Constraints
R. Goldratt and N. Weiss
Applying the TOC Thinking Process: A case study in the government sector
T.E. Shoemaker and R.A. Reid
A case of personal productivity: Illustrating methodological developments in TOC
J.F. Cox, III, V.J. Mabin and J. Davies
Improving on-time service delivery: The case of project as product
C.S. Budd and M.J. Cooper
Conceptual foundations for The Theory of Constraints
R. Berry and L.B. Smith
Learning from experience: A structured methodology based on TOC
E. Schragenheim and A. Passal
From Management by Constraints (MBC) to Management By Criticalities (MBC II)