Goldratt's Theory of Constraints: A Systems Approach to Continuous Improvement (Hardcover)

by William H. Dettmer (Author) "W. Edwards Deming maintained that real quality improvement isn't possible without profound knowledge.1..." (more)
Key Phrases: additional cause reservation, five logical tools, maximum retirement income, Current Reality Tree, Transition Tree, Prerequisite Tree (more...)

Editorial Reviews

Product Description
Organizations live or die as systems not processes. Their success or failure is a function of how well the different component processes interact with one another. Real quality improvement isn't possible without the knowledge that comes from an understanding of the theory of knowledge, knowledge of variation, an understanding of psychology, and appreciation for systems. Goldratt's Theory of Constraints addresses best-selling author Eli Goldratt's unique approach to dramatically improving corporate performance, found throughout his books, The Goal (North River, 1992) and It's Not Luck (North River, 1994). This book thoroughly explains the theory of constraints, as well as detailing for the reader exactly how to problem solve using TOC.

Product Details

• Hardcover: 300 pages
• Publisher: ASQ Quality Press (March 13, 1997)
• Language: English
• ISBN-10: 0873893700
• ISBN-13: 978-0873893701
• Product Dimensions: 10.1 x 7.3 x 1.2 inches
• Shipping Weight: 2.2 pounds
• Average Customer Review: 4.7 out of 5 stars See all reviews (15 customer reviews)
• Amazon.com Sales Rank: #285,462 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

42 of 42 people found the following review helpful:

5.0 out of 5 stars Excellent book with great examples of TOC, February 12, 2000

By	Adam F. Jewell (Pittsburgh, PA USA) - See all my reviews (REAL NAME)

So you've read Goldratt's books, The Goal, Critical Chain, etc..and it all sounds great but you need a more complete understanding of TOC. A business novel this is not, a hardcore explanation of TOC it is. Current Reality Trees (CRT's), Future Reality Trees (FRT's), and all other logic and situational diagrams from TOC are explained in this book. You've really gotta want to learn TOC to get through this book, but with some determination you'll get through it and have a much more complete understanding of what you got a taste of, in Dr. Goldratt's excellent business novels.

36 of 36 people found the following review helpful:

5.0 out of 5 stars Tools for reaching The Goal!, April 23, 2004

By	Robert W. Bradford "President and CEO of Cent... (Ann Arbor, MI United States) - See all my reviews (REAL NAME)

Many readers are familiar with Eliyahu Goldratt's hugely successful business novels The Goal and Its Not Luck. In these two books and his non-fiction work, Goldratt presents his "Theory of Constraints" and examples of how to apply it in practice.

Until now, Goldratt fans have had limited options for putting the Theory of Constraints into practice. Developing the methodology from the limited treatments in the novels may work in simple situations, but is unlikely to achieve its full potential in all but the most straightforward applications. True believers can take several days of formal training at the Goldratt Institute and earn the "Jonah" credential, but this approach is beyond the budgets and zeal of many.

Between these extremes, the American Society for Quality has published two very useful books by H. William Dettmer: Goldratt's Theory of Constraints - A Systems Approach to Continuous Improvement and Breaking the Constraints to World-Class Performance. Each is a superb tool, but they are appropriate for different audiences.

The first book, Goldratt's Theory of Constraints, is a thorough, textbook style treatment of how to develop the logic trees that underlie all Theory of Constraints analyses. It is most useful to people who will apply the Theory of Constraints in their organizations and want "how-to" training. It is also appropriate for a graduate level course in the methodology. The diagrams and graphics in the book are excellent and are critical to its usefulness.

The second book, Breaking the Constraints..., is aimed at general business readers and senior managers who want to understand the Theory of Constraints and its potential for improving an organization, but do not need the full complement of tools to become a full-fledged "Jonah". The book makes excellent use of case studies and examples. It, too, boasts diagrams and graphics that are essential to its value.

Breaking the Constraints..., will appeal to the wider audience. It is appropriate for readers who are interested in the Theory of Constraints, but want to have a deeper understanding of it before deciding to make it a core element of their approach to quality. It is also a tool to help champions of the Theory of Constraints educate both team members and bosses.

Both books will appeal to Theory of Constraints practitioners, while Breaking the Constraints... is more appropriate for the reader with an interest in the topic, but who will not be leading the team applying it.

(Robert Bradford is CEO of the Center for Simplified Strategic Planning and co-author of Simplified Strategic Planning)

24 of 25 people found the following review helpful:

4.0 out of 5 stars Treatise on the logic necessary to apply constraint theory, September 21, 1999

By A Customer

I expected a book that gave manufacturing type examples of TOC application..but was sorely disappointed. It is a very thorough explaination of the 'logic' behind applying TOC and uses examples, but they are every day events, not real operational problems. If you want logic and step by step problem solving techniques, buy the book. If you want to see how real companies apply the TOC theories, don't but it.