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The theory of constraints (TOC) is a management paradigm that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it. OTOH systems theory says that to properly control a system you need more constraints than independent variables. The difference here appears to be restraints of outcome due to the control mechanism; and that by properly controlling the enterprise you can minimise the resultant process constraints that TOC is concerned about, which are results not independent parameters that are directly set. TOC adopts the common idiom "a chain is no stronger than its weakest link." This means that processes, organizations, etc., are vulnerable because the weakest person or part can always damage or break them or at least adversely affect the outcome. == History == The theory of constraints (TOC) is an overall management philosophy introduced by Eliyahu M. Goldratt in his 1984 book titled ''The Goal'', that is geared to help organizations continually achieve their goals. Goldratt adapted the concept to project management with his book ''Critical Chain'', published 1997. An earlier propagator of the concept was Wolfgang Mewes〔(CV Wolfgang Mewes )〕 in Germany with publications on ''power-oriented management theory'' (Machtorientierte Führungstheorie, 1963) and following with his ''Energo-Kybernetic System (EKS, 1971)'', later renamed ''Engpasskonzentrierte Strategie'' as a more advanced ''theory of bottlenecks''. The publications of Wolfgang Mewes are marketed through the FAZ Verlag, publishing house of the German newspaper ''Frankfurter Allgemeine Zeitung''. However, the paradigm ''Theory of constraints'' was first used by Goldratt. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「theory of constraints」の詳細全文を読む スポンサード リンク
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