TOC for Education: Global Expansion

TOC for Education: Global Expansion

What is TOC for Education

TOCfE growing worldwide

Origins The Theory of Constraints for Education (TOCfE) was founded in 1995 by the late Dr Eliyahu Goldratt (1947-2011) with the goal to spread the logic based thinking and communication…

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Parents

Parents

Parents

Working with teachers to develop young minds

  Parents supporting their children's learning and behaviour development, and improved self-reliance.  Parents naturally want the best for their children. Most parents do whatever they can within their means to…

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Teachers

Teachers

Teachers

Thinking tools for teaching

  There are currently more than 250,000 educators teaching the TOC thinking tools in more than 24 countries around the world. Australia has now joined numerous European, South American and Asian…

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Students of all ages

Students of all ages

Stimulating students minds

Helping kids of all ages, backgrounds and abilities.  Page under construction

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School Administrators

School Administrators

School Administrators

School administrator

Theory of Constraints is a methodology to logically identify and overcome key limitations that prevent a person, organisation or system from achieving its goal.   Leadership in schools comes from…

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The Theory of Constraints (TOC) is a logical thinking process and methodology used to initiate and sustain ongoing improvement in any organisational system, including business, industry, government, health care and education.

Although TOC became a leading management theory and philosophy with its first application solutions in the mid 1980s and 90s, TOC applications continue to broaden and progress.

As a management theory, TOC was initially applied to business and industrial systems in order to generate significant breakthroughs in performance of a magnitude unmatched by other improvement methodologies.  

TOC finds the most limiting factor or constraint impeding any system from achieving its goal. Its methods then leverage the constraint to maximise throughput for the system. TOC places these systems on a process of ongoing improvement.

In order to have a process of ongoing improvement, and given that any improvement is a change, TOC examines three questions in regard to change:

1. What to change?

2. What to change to?

3. How to cause the change?

“Every improvement is a change but not every change is an improvement.” Dr Eli Goldratt.

The three questions of change:

1. What to change?

The core problem of the system. The name Theory of Constraints is based on the belief that there is a constraint for any system. Addressing this constraint, rather than dealing with symptoms, is the key to improving the entire system. TOC takes a holistic approach to system improvement.

 2. What to change to?

Constructing the solutions for the core problem and making sure they do not cause other problems.

 3. How to cause the change?

Devising the strategies and appropriate tactics to implement the solutions.

 After the third question is answered, the first question is repeated: What to change? In this way, a process of ongoing improvement is created.

In order to derive appropriate answers to these questions and achieve full consensus amongst key people who need to accept the change, a set of generic logical thinking tools was developed.

These tools aim to:

  •  Identify and define problems
  •  Find and devise solutions
  •  Construct strategic and tactical plans to achieve these solutions

 

Additional information