Organizations live or die as systems not processes. Their success or failure is a function of how well the different component processes interact with one another. Real quality improvement isn't possible without the knowledge that comes from an understanding of the theory of knowledge, knowledge of variation, an understanding of psychology, and appreciation for systems. Goldratt's Theory of Constraints addresses best-selling author Eli Goldratt's unique approach to dramatically improving corporate performance, found throughout his books, The Goal (North River, 1992) and It's Not Luck (North River, 1994). This book thoroughly explains the theory of constraints, as well as detailing for the reader exactly how to problem solve using TOC.

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Until now, Goldratt fans have had limited options for putting the Theory of Constraints into practice. Developing the methodology from the limited treatments in the novels may work in simple situations, but is unlikely to achieve its full potential in all but the most straightforward applications. True believers can take several days of formal training at the Goldratt Institute and earn the "Jonah" credential, but this approach is beyond the budgets and zeal of many.

Between these extremes, the American Society for Quality has published two very useful books by H. William Dettmer: Goldratt's Theory of Constraints - A Systems Approach to Continuous Improvement and Breaking the Constraints to World-Class Performance. Each is a superb tool, but they are appropriate for different audiences.

The first book, Goldratt's Theory of Constraints, is a thorough, textbook style treatment of how to develop the logic trees that underlie all Theory of Constraints analyses. It is most useful to people who will apply the Theory of Constraints in their organizations and want "how-to" training. It is also appropriate for a graduate level course in the methodology. The diagrams and graphics in the book are excellent and are critical to its usefulness.

The second book, Breaking the Constraints..., is aimed at general business readers and senior managers who want to understand the Theory of Constraints and its potential for improving an organization, but do not need the full complement of tools to become a full-fledged "Jonah". The book makes excellent use of case studies and examples. It, too, boasts diagrams and graphics that are essential to its value.

Breaking the Constraints..., will appeal to the wider audience. It is appropriate for readers who are interested in the Theory of Constraints, but want to have a deeper understanding of it before deciding to make it a core element of their approach to quality. It is also a tool to help champions of the Theory of Constraints educate both team members and bosses.

Both books will appeal to Theory of Constraints practitioners, while Breaking the Constraints... is more appropriate for the reader with an interest in the topic, but who will not be leading the team applying it.

(Robert Bradford is CEO of the Center for Simplified Strategic Planning and co-author of Simplified Strategic Planning)

42 of 42 found the following review helpful:

Excellent book with great examples of TOCFeb 12, 2000
By Adam F. Jewell
So you've read Goldratt's books, The Goal, Critical Chain, etc..and it all sounds great but you need a more complete understanding of TOC. A business novel this is not, a hardcore explanation of TOC it is. Current Reality Trees (CRT's), Future Reality Trees (FRT's), and all other logic and situational diagrams from TOC are explained in this book. You've really gotta want to learn TOC to get through this book, but with some determination you'll get through it and have a much more complete understanding of what you got a taste of, in Dr. Goldratt's excellent business novels.

25 of 26 found the following review helpful:

Treatise on the logic necessary to apply constraint theorySep 21, 1999

I expected a book that gave manufacturing type examples of TOC application..but was sorely disappointed. It is a very thorough explaination of the 'logic' behind applying TOC and uses examples, but they are every day events, not real operational problems. If you want logic and step by step problem solving techniques, buy the book. If you want to see how real companies apply the TOC theories, don't but it.

16 of 17 found the following review helpful:

A Comprehensive, Clear Treatment Well Worth OwningMay 20, 1999

Bill Dettmer has written the best handbook on how to understand Goldratt's Theory of Constraints and apply his Thinking Tools, that I've read. This handbook is comprehensive, and Dettmer's writing style is clear, easy to read, and loaded with examples. His example describing a common reason that hinders success in Total Quality Management is a must-read for anyone involved with TQM. Physical bottlenecks are often easy to spot and fix, but policy and management practices are not. Dettmer's book primarily covers how to use the Goldratt's Thinking Tools to surface and eliminate the core problems behind almost any kind of constraint in the system, tangible or intangible. Teachers, consultants, and anyone interested in improving systems and processes will benefit from reading this book--and applying its techniques. (This is a book I wish I'd had when I was writing my own book, Sales Process Engineering! It would have completely changed the way I treated the section on how to use cause-effect diagrams to troubleshoot sales problems. I say this because, in his book, Dettmer shows a technique that is clearly superior in many ways to the classic Ishikawa, or "fishbone" diagram. Companies who depend on process improvement would be ahead to teach their people how to use the Thinking Tools as Dettmer presents them.)

12 of 13 found the following review helpful:

The best book on how to implement TOCJan 28, 2000

While Goldratt's books are good, they do little to educate one on how to implement TOC. Dettmer's book shows you how. Don't bother looking for others.

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