The application of the Theory of Constraints Thinking Process to manufacturing managers in implementing change

摘要

This research is concerned with the problems faced by managers withinmanufacturing when they are expected to successfully implement a majorchange within their organisation. It uses, as the vehicle for the research, theTheory of Constraints Thinking Process (TOC/TP) first developed by DrGoldratt between 1986 and 1994. The TOC is used by managers to determinewhat requires to be changed within their organisation and then to developboth the solution and the implementation strategy.The research has used the access obtained by the researcher to examine theapproaches adopted by manufacturing managers in implementingimprovement projects, which involve significant change. The primary focusof the research was to confirm the existence of a significant barrier to changeand to determine whether this was a function of the individual. Once theobstacle had been identified in specific situations, the second step was toconsider whether the obstacle could be described in a generic form withapplication to a much wider range of change environments.The final stage was to replicate the exploratory stage in other companies inother countries through the involvement of colleagues of the researcher andthen consider what might be included in any change project, which wouldovercome the obstacle so defined.The primary method of data collection was through the application of actionresearch and the development of the data in the form of case studies. Thenumber and types of companies that took part in the study and the range ofcountries was intended to ensure a reasonable spread of data.The results suggest that one of the key obstacles to change is that outlined inthe research problem and that the TOC/TP, through the use of the cloudtechnique, can describe this obstacle and give direction to the way ofsuccessfully dealing with it.