Goldratt created and developed the Theory of Constraints (TOC) which one focus on the efficiency of the overall process rather than the efficiency of a single process. The Theory of Constraint’s identify the most important limiting factor that blocks on achieving the mail goal of the organization, once the limiting factor is found, it is important to analyze and improve the problem. However, it is not always easy to find the constraint, and Goldratt developed the Thinking Process, “This is a series of steps used to locate the constraint (What to Change?), determine the solution (What to change to?) and how to implement the solution (How to make the change?).” (Goldratt, 1992). The ability to answer this questions and the thinking process is what managers need for an ongoing improvement. This theory is helpful for problem solving by identifying, improving efficiency and correcting the problems.
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According to Small, Yasin, and Alavi (2011) and Oakland (2011a), TQM is a customer-driven management strategy starting with top management commitment that involves all levels of workers within the organization, promoting a quality focus at all levels of the organization. Quality management creates customer satisfaction and long-term success for the organization, where communication, strategies, and timelines are key between employees. Deming’s 14 Points of Quality Management are as follow:
1. Create constancy of purpose for improving products and
According to Small, Yasin, and Alavi (2011) and Oakland (2011a), TQM is a customer-driven management strategy starting with top management commitment that involves all levels of workers within the organization, promoting a quality focus at all levels of the organization. Quality management creates customer satisfaction and long-term success for the organization, where communication, strategies, and timelines are key between employees. Deming’s 14 Points of Quality Management are as follow:
1. Create constancy of purpose for improving products and