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The Big Case

The Theory of Constraints and Lean thinking in the BIG

We try here in this section to follow the Theory of Constraints applied in The Big and then we confront that with the Lean thinking strategy.

The Theory of Constraint is defined as “ an organizational change method that is focused on profit improvement” . The profit is generated in an environment of Constraints. In other words” The Theory of Constraint defines a set of tools that change agents can use to manage constraints, thereby increasing profits”, and also accepting that : “Most business can be viewed as a linked set of processes that transform input into saleables outputs”.

We analyze the BIG process implemented to The TOC through these five Steps defining the TOC:

1. Identify the System of Constraint

The major constraint of BIG is the drain of ideas or innovations that explain the efforts to collect and develop these innovations. We can follow the path of ways BIG developed to generate the maximum that it can to collect a functional idea could lead in the industry of toys. Not only that but BIG should be collect more ideas than any other firm to compete, lead and turn the business in its favor.
Another level of constraints is clear in the lack of refinement of the the flood of ideas. It will be waste of time if BIG generate ideas which are not turned into functional projects. We keep in mind here that TOC steps is to turn constraint into favorable elements that could help or simply generate aditional extraordinary profit.
Identify the System of Constraint here which appears the elements that constitutes the weakest link : can be either physical or a policy

The policy here is mentioned by the process, or the four-steps explained as”innovation engine”, these steps generate a disturbing ideas or a lack of refinement.

2. Decide How to Exploit the Constraint

The important in the level of Exploiting the constraint is to take over the obstacles that impeach from...