There once was a business involved in a change management initiative relating to inventory management processes. During this turnaround situation, one of the challenges was to reduce operational costs. The controller, who was experienced in manufacturing requirements planning (MRP Ⅱ), wanted to implement an inventory management system based on traditional MRP Ⅱ guidelines. The plant manager, however, preferred the idea of setting up a process based on the theory of constraints. The controller's experience was based on a conventional manufacturing system that tracked work in process and back-flushed the system by work cell. On the other hand, the plant manager was only concerned about having inventory at the bottleneck.
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