How to Begin an Implementation of the Theory of Constraints

Quite a bit has been written about Goldratt's Theory of Constraints. There so many success stories. However, while there is plenty of information about how the Theory of Constraints works, there is not much concrete information on how to implement it step-by-step.

The implementation process is broken into 5 components:

1. Consensus Building
2. Assessment
3. Design
4. Implementation Planning
5. Project Management

The implementations that have the best, most enduring results are led by top management. The senior management must be leading the project, first creating consensus for change. There are three reasons for this: The practical reason for this is that top management has maximum control over the resources and the implementation will consume resources.

The second reason is that the organization looks to senior management for direction and guidance. If they are not on board, it will be much more difficult to get people to risk changing the process. The third reason is that they control the measurement process. If you can't control what gets measured, you will be unable to change the behavior of the organization.

Consensus proceeds from interest to inquiry to commitment. If your organization knows nothing about the Theory of Constraints, start with basic theory of constraints books and novels. Start passing them out to decision-makers and opinion leaders in the organization.

Send out articles of success stories about the Theory of Constraints. Pick the ones that have the same problems as your company. Talk it up. Have your team watch videos and movies together. Lead a discussion group. Attend Theory of Constraints seminars and workshops to educate yourself. Organize training sessions for your people. You can do this yourself or hire a consultant.

Once you have consensus, you can proceed to implementation. Just don't overlook this important step, and you'll have the foundation for a lasting implementation, ensuring success for years to come.

For his entire career Mark Woeppel has been challenging the status quo in organizations, helping to make changes that matter. He was one of the first in the world to implement the Theory of Constraints before it was called the Theory of Constraints. The first in the world to develop a systematic process to produce consistent results with the Theory of Constraints. Then, the first to integrate those concepts with Business Process Reengineering, Lean, and Six Sigma. Along the way, helping companies produce astounding bottom line results.

He is founder and president of Pinnacle Strategies, based in Plano, Texas. Pinnacle Strategies offers theory of constraints training and project management consulting.

He is an internationally known author, speaker and educator. He is the author of The Manufacturer's Guide to Implementing the Theory of Constraints, published by Taylor Publishing in four languages and Projects in Less Time, published by BookSurge in English & Japanese.
He has helped organizations that range in size from the fortune 100 to the local entrepreneur.
His industry experience includes the Graphic Arts, Industrial Equipment, Consumer Products, Automotive, Oilfield Equipment, Electronics, Steel Fabrication, Subsea Oilfield Development, Project Management, and product development.