Theory of Constraints (TOC), Constraint Management

Are your improvement efforts making radical improvements in your business performance? Constraint Management and the TOC Thinking Process focus improvement activities to achieve maximum impact toward your business goals.

TOC is a methodology to determine the key conflicts and constraints that are limiting the success of your business. Without a good understanding of constraints, companies often focus improvement energies at the wrong policies, resources, and symptoms. The result is that improvement efforts do not translate into significant results relative to the company's goals.

Expertise in Addressing Your Unique Issues

Insyte Consulting's TOC team identifies where your constraints and core conflicts are today, and guides you in establishing where your internal constraint should be in the future. We choose the appropriate tools to help you resolve the issues and improve performance in the areas that are limiting the success of your business.

We utilize a holistic approach that looks at the entire business system and focuses on increasing throughput and return on investment. While cost cutting is a component, consistent top and bottom line growth are the main goal.

Once your business is stabilized, we focus on cash flow growth. Appropriate accounting, sales, and marketing changes are implemented to maximize throughput efficiency. Also, cost analysis decision tools are implemented to help make decisions that are consistent with the Constraint Management approach.

The Insyte Consulting Advantage

The Insyte Consulting team approach provides a combination of skills, experience and an "extra set of hands". While others use a single improvement methodology, we view TOC as a compass to point the direction, and then utilize the appropriate resource and tool from our organizational tool box, including:

• Lean Manufacturing
• Quality Systems
• Information Systems
• Financial Services
• Marketing and Sales
• Strategic Planning

“The ability to consistently focus on the constraint and to base decisions on factors that influence throughput has been critical to the success of this project.”

Pete Szulc, Vice President, Casey Machine Company, Inc.

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