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The aim of this article is to identify some of the main strategies related to the practical use of the Theory of Constraints (TOC). It seeks to prove that this theory does not treat organizations as a collection of independent processes, buut rather as an integrated system. Under this theory, the organization is viewed as a synchronized chain, in which the links between each activity form a complete system that is capable of creating synergy for the entire firm. TOC shows that every system is subject to at least one constraint that keeps it from achieving high levels of performance. In the business environment, constraints on a firm’s production chain have serious consequences such as poor performance and productivity. A study of the use of TOC in a small manufacturing firm and the results obtained are shown here. Its use repeatedly made it possible to identify the constraints, and thus to improve firm performance and productivity.

MAKING USE OF THE THEORY OF CONSTRAINTS – TOC AS A STRATEGIC DIFFERENTIAL IN THE MANUFACTURING MANAGEMENT OF A SMALL FIRM