Theory of constraints
Also known as TOC, Constraint-based improvement
Definition
The theory of constraints focuses improvement on the system's current limiting constraint. The familiar cycle is to identify the constraint, use it effectively, align other work, elevate capacity when needed, and repeat when the constraint moves.
Improve the limiting step
The theory of constraints treats the system's output as limited by one or a small number of constraints at a time. Improving a non-constraint may add local activity without improving completed flow. The method directs attention to the point that currently controls throughput or service.
A concrete example
An illustrative team discovers that one approval capability limits deployment. It first protects that capacity from avoidable interruptions, then prepares work so the approver is not waiting for missing information. Only after those steps does it consider adding or elevating capability.
Repeat the cycle
Measure the queue and the system outcome before changing policy. After improvement, check whether the constraint has moved to testing, review, or a dependency. Improvement is a cycle of observation and action, not a one-time label.
Limitations
Systems can have multiple interacting constraints, and the “current” constraint can change with work mix. The method does not replace safety, quality, or product judgment. Avoid optimizing a stage at the expense of the whole flow.
How this relates to Weave
Weave can help teams investigate delivery queues and change patterns that support a constraint hypothesis. It does not identify a constraint with certainty or prescribe an organizational change, so teams should confirm the mechanism and measure the result of any intervention.
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