The use of theory of constraints (TOC) differs from traditional decision making because it:

The Theory of Constraints (TOC) differs from traditional decision-making approaches by focusing more on timing rather than just cost when adjusting resources that limit business performance. Key points include:

Identification of Bottlenecks: TOC identifies and addresses the most critical bottlenecks that constrain the system's overall throughput.

Focus on Throughput: Emphasizing increasing throughput rather than just cost reduction ensures that the entire system's performance improves.

Timing and Synchronization: TOC places significant emphasis on the timing and synchronization of processes to ensure that bottlenecks are effectively managed and do not impede overall production flow.

Continuous Improvement: By continually identifying and addressing constraints, TOC fosters a culture of continuous improvement and operational efficiency.

References:

Goldratt, E. M., & Cox, J. (2004). The Goal: A Process of Ongoing Improvement. North River Press.

Dettmer, H. W. (1997). Goldratt's Theory of Constraints: A Systems Approach to Continuous Improvement. ASQ Quality Press.