Abstract

The theory of constraints (TOC) builds on the concepts of total quality management (TQM) and, along with lean thinking, can increase an organization's rate of continuous improvement. Five steps are the focus of TOC: identify a system's constraints; select a method for exploiting the constraints; subordinate everything to the exploitation method; elevate the constraints; and return to the identification step if a constraint is broken. Implementation of TOC, TQM, and lean thinking can lead to waste reduction, value-added work, and improved customer satisfaction. These concepts are applicable to the transformation of batch and queue processes in the automotive industry into single-piece, continuous flow operations. Exploiting the constraint in this transformation involves the production of good parts and the asking of questions about: resources needed by given operations; locations for the placement of parts involved in each operation; open capacity times; the achievement of 100% reliability; mistake proofing; and the role of defective parts in throughput problems.