The Theory of Constraints methods have seen a fairly slow uptake in the public sector, despite the fact that the conditions are not so radically different from the private sector. Rather, the same – or at least very similar – problems are found in a more concentrated form. This is why a case study analysis1

As we have seen in the introduction, the holistic implementation of a Theory of Constraints change initiative requires a fundamental paradigm shift from everyone involved.   First Solar Incorporated, a renewable energy company, provides a shining example of a holistic implementation of the throughput model which led to great success. It was founded by Harold

Improvement initiatives can only demonstrate their full effect if their implementation encompasses the entire organization. It is true that local change initiatives can lead to some improvement (such as in a specific area or location), but unless the whole organization submits to it, a fundamental change initiative will largely be a wasted opportunity. There are