explains "why to" rather than "how to",
This review is from: The Constraints Management Handbook (The CRC Press Series on Constraints Management) (Hardcover)
As Goldratt says "TOC is common sense but most managers apply common practise".
Moreover most companies do not want to publicize their success with TOC not to give away their competitive advantage.
Management is evolving from art to science.
These are the facts that how we are struggling to change our paradigms and even more difficult to convince colleagues to change their minds.
Book defines TOC, starts with JIT - MRP - TOC relationship.
Then explains 5 focusing steps theoriticaly and on some examples as well.
Next comes DBR on a case, finite scheduling on constraint, forward scheduling for shipments, backward scheduling for material releases.
Next comes V-A-T logical structures.
There are 3 detailed case studies presented in the book. I have found a practical daily performance report template very helpful for my business to apply. In these case studies main lines are identical to make understanding and comparison easier for the reader. MPS - Priority Planning - Capacity Planning - Priority control - Capacity Control detailed for characteristics, key problem areas and suggested TOC impvrovements.
Performance Measurement chapter details Current Reality Tree to find root causes. Cost accounting evil is also decribed and exampled. The example is very similar to P-Q problem in Haystack Syndrome. Finally TOC Thinking Process is presented very briefly for future considerations.