What is the Theory of Constraints?
Developed by Eliyahu Goldratt in “The Goal”, the Theory of Constraints (TOC) says a system's output is limited by its weakest link — the constraint. Management attention should go there first.
The 5 focusing steps
- Identify the constraint — where does work pile up?
- Exploit it — get the most out of it with what you have (no idle time).
- Subordinate everything else — pace other steps to the constraint.
- Elevate it — add capacity if still needed.
- Repeat — once it moves, find the new constraint.
TOC example
A bakery could sell more but output was flat. The constraint was one oven. Running it through lunch breaks with a relief operator and pre-staging trays raised daily output 18% before buying a second oven.
Common mistakes to avoid
- Improving non-constraints and expecting more output.
- Guessing the constraint instead of measuring queues.
- Forgetting that the constraint moves after you fix it.
How DOOfy helps
Constraints show up as queues and waiting. AIMOS One shows where orders, tasks or materials are piling up across the business, making the current bottleneck visible — and showing when it moves.
Frequently asked questions
What is a constraint in TOC?
Anything that limits the system from achieving more of its goal — often a machine, a team, a policy, or market demand.
What is throughput in TOC?
The rate at which the system generates money through sales.