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Theory Of Constraints
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Management approach developed by Eliyahu Goldratt: identification and leverage of system constraint(s) + Thinking Processes.
Curated by
Philip Marris
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From
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Philip Marris was one of 20 people invited to share his story of the impact Eliyahu Goldratt, the founder of the Theory Of Constraints, had on him. This was during a conference organized by the Theory Of Constraints Practitioners Alliance (TOCPA) in 2026. 
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A brief 5 minute summary of how one applies the Theory of Constraints in a production environment. It covers: the axiom of the unbalanced plant, the existence of bottlenecks, the Drum – Buffer – Rope flow control mechanism and the improvement strategy (the 5 focusing steps).
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The Theory Of Constraints applied to Sales. Some companies suffer from a lack of activity, and we often hear: "The constraint is in the market." This phrase is often expressed as inevitable, even though it is often possible to pull internal levers to overcome this constraint. [....] hosted by Philip Marris and Etienne Lecerf, illustrates the application of the Theory of Constraints to Sales, or how to sell more in industries with a high product diversity, and presents simple tips and solutions to increase revenue. [....]
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From
www
YouTube Short by Dr. Lisa Lang - TOC Tip #1. This is the fiirst in a series.
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TOC4Finland has invited Philip Marris, CEO of Marris Consulting and a renowned expert in the Theory of Constraints and Lean, to their next meeting in March 2026. This is the continuation of Philip Marris' collaboration with the TOC community in Finland that dates back to his first conference in Helsinki in 2017.
The event brings together several international experts who will present advancements in the use of the Theory of Constraints, particularly with Artificial Intelligence, and case studies of the implementation of the Theory of Constraints and Critical Chain:
1) Case study: How Goldratt's rules were implemented at Fingrid (electricity transmission system operator), by Rami Saajoranta (in Finnish)
2) Case studies: Goldratt's Rules of Flow and Critical Chain by Georgijs Buklovskis (in English)
3) Relevance of the Theory of Constraints when using AI, by Sari Torkkola (in Finnish)
4) Combining the Theory of Constraints and Lean: 1 + 1 = 3, by Philip Marris (in English)
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TOC was called in for what may be the worst environmental disaster in the USA. BP’s Deepwater Horizon platform exploded, [...] sending oil gushing into the Gulf of Mexico. Pinnacle Strategies was called upon by BP to rapidly improve supply chain availability and decontamination efforts. Less than 48 hours after the initial inquiry, they began a marathon of visits [...] in one case 10 fold increase, of manufacturing capacity for boom, skimmers, and absorbents. Later, after the well was capped, Pinnacle Strategies led improvement activities at decontamination sites across five states where thousands of boats, ships, and rigs were decontaminated before returning to their normal service. ...
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Despite its well-known origins in production, popularized through The Goal, Theory of Constraints (TOC) is far more than a production philosophy – it can be applied to many other areas. ...
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Those who apply the Theory Of Constraints (TOC) have a tendency to confuse the capacity constraint of the organisation (the bottleneck) and punctual or chronic problems.
Richard Platt's curator insight,
February 7, 5:17 PM
Those who apply the Theory Of Constraints (TOC) have a tendency to confuse the capacity constraint of the organisation (the bottleneck) and punctual or chronic problems.
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Test your knowledge of The Theory of Constraints! Via Philip Marris
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The "2 for 1" rule to reduce Work In Progress and accelerate flow. A webinar hosted by Philip Marris, the founder and CEO of Marris Consulting. [...] The "2 for 1" rule is very simple: a new unit (such as a production order, an order, or a project) can only be launched into the system if two units have been previously released (finished).
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Why you should not use VSMs (Value Stream Mapping) to try and find the bottleneck in your factory. VSM is a powerful and widely used tool. It can be used to improve the speed and efficiency of the production of one product. But is is not the right tool to identify the bottleneck or capacity constraint in a production system. This short video explains why.
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The Theory of Constraints provides a compelling framework for consulting firms seeking to improve delivery, scale operations, or simply gain clarity on what’s holding them back.
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From
help
The theory of constraints (ToC) is a planning philosophy that determines the throughput of a production system from one (or more) bottlenecks. Supply chain planning is based on the drum-buffer-rope principle and is fully integrated into the SAP system by a large number of consulting solutions. For this purpose, a so-called gating machine, or critical constraint resources (CCR), determines the total throughput in the planning run. In addition, it should be mentioned that ToC is not reorder-point-based planning. It is a much more holistic, consistent, and intuitive planning philosophy for material and resource planning. In addition, there is enhanced material requirements planning with priority-driven, interactive planning and shop floor control, taking into account bottleneck capacities.
Philip Marris's insight:
WARNING: The solution proposed by SAP contains several conceptual errors such as placing the buffer after the bottleneck rather that before it. But it is good to see SAP taking the Theory Of Constraints approach into account.
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Goldratt would like a wordIn 1984, Eli Goldratt wrote The Goal, a novel about manufacturing that has no business being as relevant to software as it is. It's also the most useful business book you'll ever read that's technically fiction, which is almost the exact opposite of most KPI frameworks.
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Webinar presented by Philip Marris, CEO of Marris Consulting, sharing his experience supporting numerous aerospace equipment manufacturers in their ramp-up projects.
Aeronautical OEMs: How to produce more despite a stressed-out Supply Chain. [...] Often singled out are the OEMs - Original Equipment Manufacturers -, who are struggling to keep up with the steep ramp up in demand. And the entire supply chain is impacted: lack of materials, but also often a lack of capacity and resources with rare skills. [...] This webinar provides you with the keys to successfully increasing production rates and delivery volumes, while simultaneously improving working conditions.
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From
vimeo
TOCPA (Theory Of Constraints Practitioners Alliance) hosted a web conference “Eli Goldratt’s Legacy in the World” on the 18th and 19th of March… Via Philip Marris
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From
us02web
TOCPA Webinar by Dr. Ted Hutchin - withing the 53rd TOCPA Online Conference "Celebrating Eli's life".
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From
leanpub
Short, stand-alone stories inspired by the Theory of Constraints that reveal why systems fail despite smart people, hard work, and good intentions. Over 100 stories that you can read in any order. 405 pages. A collection of short stories about systems that look busy, responsible, and well-managed—yet quietly fail to move toward their goal. Each story offers a moment of recognition where seeing differently matters more than working harder. These stories can be read in any order. You can pick and choose the ones that interest you or read them all. A new (2026) publication. Published by LeanPub
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Philip Marris's insight:
Philip Marris presents the graphic edition of the international best seller "The Goal". Based on the business novel "The Goal" by Eliyahu M. Goldratt and Jeff Cox, this book is a graphic novel. It is an original and pertinent introduction to the Theory of Constraints. The story is basically unchanged: same story line, sames messages, sames characters, etc. Authors of original 1984 edition: Eliyahu M. Goldratt and Jeff Cox.
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Operational excellence in the agri-food industry. A lot of the solutions proposed to improve operational excellence are aimed at the manufacturing industry. The specific constraints of the food industry are too often ignored. [...] Philip Marris presents how to adapt classical Operational Excellence to this industry, perspective supported by numerous missions in this industry over the past 20 years. [...] the products must remain fresh has historically forced these businesses to ensure good, rapid flow through their processes. [...] The factory type is nearly always a “V-Plant” with many more references of finished goods as there are different types of raw material. The classic pull flow control mechanisms such as Kanban will often be inapplicable. [...] For those industries that own the raw material (be it the apple trees or herds of cows) they are inexorably in a “push environment" where the challenge is to get the best margin from a given and uncontrollable quantity of incoming material. [...] The material yield (kilos sold / kilos incoming) is key [...] there are change-over constraints [...]
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How to improve flow in knowledge work with the Theory of Constraints
The first time I heard the term Theory of Constraints (ToC), I imagined something as exciting as watching laundry dry. Years later, the Five Focusing Steps of ToC are some of the most powerful tools I know for improving delivery performance—whether in manufacturing, software, or government IT.
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The Theory Of Constraints (TOC) is more and more pertinent in today's increasingly volatile, uncertain, complex and ambiguous (VUCA) environment that businesses operate in.
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TOCICO offers three levels of professional certification: Level 1 Fundamentals Certification for the basic knowledge, Level 2 Practitioner Certification for more advanced knowledge, and Level 3 Implementer Certification for those who actually apply TOC in their own work. For an overview of our certification marks, watch this webinar.
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This presentation describes a method for constraint identification (questions to be asked about the market, production facility, and the suppliers), defines cash constraint, describes issues with cash constraints, discusses how to manage a cash constraint and provides a case study illustrating the concepts.
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