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Theory of Constraints

TOC Step 3: Subordinate Everything Else

The third of the five focus­ing steps of TOC is to sub­or­di­nate every­thing else to the con­straint. Learn what this activ­i­ty involves, why it’s often the most chal­leng­ing step for tra­di­tion­al man­age­ment think­ing, and the role of lead­ers in ensur­ing suc­cess with this step.

Course Videos

1

What Is Theory of Constraints (TOC)?

03:36

 2

What Is a Constraint in TOC?

05:22Members only

 3

TOC Mindset: Throughput, Inventory, Operating Expense

03:21Members only

 4

The Five Focusing Steps of TOC

04:11Members only

 5

TOC Step 1: Identify the Constraint

03:09Members only

 6

TOC Step 2: Exploit the Constraint

04:11Members only

Current Video

TOC Step 3: Subordinate Everything Else

04:56Members only

8

Next VideoTOC Step 4: Elevate the Constraint

03:48Members only

 9

TOC Step 5: Prevent Inertia & Repeat

03:08Members only

 10

Cause-and-Effect Thinking with the Current Reality Tree

06:42Members only

 11

Resolving Conflicts with the Evaporating Cloud

07:47Members only

 12

Designing Breakthrough Solutions with the Future Reality Tree

04:16Members only

 13

Overcoming Obstacles with the Prerequisite Tree

07:01Members only

 14

Turning Plans into Action with the Transition Tree

05:37Members only

 15

Drum-Buffer-Rope Basics

05:17Members only

 16

Managing Buffers

05:43Members only

 17

What Is CCPM Critical Chain Project Management?

07:42Members only

 18

Throughput Accounting Basics

05:09Members only

 19

Theory Of Constraints Case Study

05:22Members only

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Next Video TOC Step 4: Elevate the Constraint 

The fourth of the five focus­ing steps of TOC is to ele­vate the con­straint. After exploit­ing the con­straint and sub­or­di­nat­ing every­thing else to its pace, some­times the sys­tem still can’t deliv­er enough. At that point, we must raise the constraint’s capac­i­ty by mak­ing a strate­gic invest­ment. Learn the keys for mak­ing these cost-ben­e­fit deci­sions relat­ed to ele­vat­ing the constraint.