Introducing in-between decision points to TOC’s five focusing steps

Abstract

This paper builds on the original five focusing steps as defined by Goldratt and Cox (1992) as one of the constructs of the theory of constraints (TOC). The shortcomings identified are the sequential nature suggested by the five seemingly sequential steps, the lack of clarity relating to decisions that allows moving to next or previous steps, the assumed inapplicability of the five steps to dealing with market- and non-physical constraints (such as policy and behavioural constraints) and the lack of clarity surrounding an ideal constraint location. Deductive reasoning is applied to existing literature to arrive at conceptual solutions to the identified problems. The paper transforms the five focusing steps into a decision map which still includes all five steps, but allowing appropriate decision points to guide application of this process. It expands the applicability of the five focusing steps to both market and non-physical constraints, as well as presenting a logical argument why the best possible constraint location is ‘the size of the market chosen to be served well’. Finally, further clarity is provided why exploiting and subordinating to the constraint is necessary before constraint elevation should take place.

Keywords:

• theory of constraints (TOC)
• five focusing steps
• decision points
• continuous improvement