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Using the Theory of Constraints to focus organizational improvement efforts: Part 2—Determining and implementing the solution
Author(s) -
Shoemaker Thomas E.,
Reid Richard A.
Publication year - 2006
Publication title -
journal ‐ american water works association
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.466
H-Index - 74
eISSN - 1551-8833
pISSN - 0003-150X
DOI - 10.1002/j.1551-8833.2006.tb07736.x
Subject(s) - limiting , key (lock) , element (criminal law) , computer science , process management , interpretation (philosophy) , division (mathematics) , focus (optics) , operations research , management science , risk analysis (engineering) , business , engineering , computer security , mathematics , mechanical engineering , physics , optics , law , political science , programming language , arithmetic
The theory of constraints (TOC) features powerful logic tools to help managers create and implement changes to eliminate obstacles to improving system performance. Most often applied to managerial challenges in the private sector, TOC was recently used by managers at the Albuquerque (N.M.) Water Utility Division to facilitate continuous improvement within the maintenance system. This article, the second in a two‐part series, describes how TOC methods were used to zero‐in on operational problems, identify their root causes, and develop proactive solutions. Although only some of the strategies developed by the Albuquerque team have been put into operation, preliminary results are positive. The essence of management is the determination and implementation of organizational change. As this study demonstrates, managers need to be aware of the major role played by operational policies, their existing applicability, and current interpretation because the application of existing policies is often the key element limiting performance.