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Goldratt defined a constraint as “Anything that limits a system from achieving higher performance versus its goal.” Basically, a constraint is a step or process that is producing less than what's demanded of it, or it is something that limits profit, or in TOC terms, throughput.

5 Key Takeaways Fluctuations in a process do not average out, they accumulate. Optimize the whole system, not just an individual process. Do not balance capacity with demand. Make the flow through the bottleneck equal to the demand from the market.

To further increase the throughput of the system, you must identify the new constraint, exploit the new constraint, subordinate everything else to the new constraint, and then elevate the new constraint. The process of on-going improvement is simply defined as the repetition of these five focusing steps.

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 in 1997.

The theory of constraints (TOC) is a management tool, which considers any manageable system as being limited in reaching more of its objectives by some constraints.

The Theory of Constraints says that even if he or she makes the machines run faster, the worker is only capable of painting so fast. That means that in order to increase production output, more paint workers have to be added or parts of the painting process need to be automated.

The theory of constraints (TOC) is a management philosophy developed by Eliyahu M. Goldratt in his 1984 publication, "The Goal: A Process of Ongoing Improvement." Simply put, Goldratt suggested that organizations can achieve their goals by identifying and leveraging a system's constraints.