One of the basic assumptions of the Theory of Constraints is that every system can be substantially improved.

If substantial improvement means twice or three times the bottom line, in the short term, then it can be labelled radical.  Established businesses typically believe that this order of magnitude improvement is impossible.  It has only been achieved when they grew from small to medium sized, when times were good, but now they are stuck with, if they are lucky, a small percentage improvement or decay year on year.

The key to radical improvement is to focus on the top line, not the bottom line.  Radical improvement cannot be achieved by spending less money, reducing expenses.  Most often, spending less money leads to the decay of the bottom line as protective capacities are cut and the system becomes more and more exposed to the effects of variability and dependencies.

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The five focusing steps of the Theory of Constraints have been successfully applied to the improvement of the Throughput of many operations, delivering operational excellence in most cases. In this paper the process is applied in order to establish and sustain a market bottleneck, the primary demand that a business needs to satisfy very well.  Each step of the focusing process is discussed in some detail for this application. A case study is presented to illustrate the results of managing the flow to the market through the application of the Theory of Constraints.

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This is a statement that I encounter more and more.  It is not that people resist change, they are doing their work but are unwilling to do more leading to improve the organisation.  The people are not interested to improve, they are not motivated, absenteeism is high and they are never happy with their pay and want more without doing more.

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