Using the theory of constraints to guide the implementation of quality improvement projects in manufacturing operations

Abstract

Several studies have shown that more than 70% of all medium to large size companies (sales exceeding $19 million) have some form of quality improvement program in place. Based on independent studies by Arthur D. Little, Ernst & Young, and others, researchers have concluded that only about one-fifth of all QI programs achieve tangible results. One explanation for the disappointing results is that many quality improvement efforts are not results-oriented. The purpose of this paper is to demonstrate the value of using the theory of constraints for achieving a results-oriented quality improvement program.

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Notes on contributors

J. B. ATWATER

To whom correspondence should be addressed.