Using the Theory of Constraints to Guide the Implementation of Quality Improvement Projects in Manufacturing Operations
Management and Entrepreneurship
Several studies have shown that more than 70% of all medium to large size companies (sales exceeding $19 million) have some form of quality improvement program in place. Based on independent studies by Arthur D. Little, Ernst & Young, and others, researchers have concluded that only about one-fifth of all QI programs achieve tangible results. One explanation for the disappointing results is that many quality improvement efforts are not results-oriented. The purpose of this paper is to demonstrate the value of using the theory of constraints for achieving a results-oriented quality improvement program.
Atwater, J. B., and S. S. Chakravorty. "Using the Theory of Constraints to Guide the Implementation of Quality Improvement Projects in Manufacturing Operations." International Journal of Production Research 33.6 (1995): 1737-60. Print.