Exploring the integration between Lean and the Theory of Constraints in Operations Management

Abstract

Purpose

The purpose of this study is to compare different models integrating the TOC and Lean approaches.

Design/methodology/approach

The models of reference were identified through a comprehensive literature review. A qualitative and comparative analysis was carried out by pointing out the strengths, weaknesses and gaps of models integrating the TOC and Lean based on the production system requirements.

Findings

The findings indicate that these models can be improved by introducing aspects related to the system structure such as main key performance indicators, type of shop layout and performance metrics to evaluate the improvements implemented in the production system. The results provided evidence that the TOC and Lean are complementary approaches, and the individual gaps of each approach seem to be, in the most part, offset by the virtues of the other.

Practical implications

This study enables decision makers and industrial managers to evaluate the practices adopted in the production environment, as well as the use of the different set of continuous improvement practices. This article also minimizes the literature gap regarding whether and how integrated Lean and TOC approach can be used in the firms.

Originality/value

This study contributes to the body of literature on Lean by comparing three different models integrating Lean and the TOC. Furthermore, a research agenda is suggested for future research aimed at developing new models integrating both approaches, aiming to increase the competitiveness of the production systems.

Citation

Pacheco, D.A.d.J., Pergher, I., Antunes Junior, J.A.V. and Roehe Vaccaro, G.L. (2019), "Exploring the integration between Lean and the Theory of Constraints in Operations Management", International Journal of Lean Six Sigma, Vol. 10 No. 3, pp. 718-742. https://doi.org/10.1108/IJLSS-08-2017-0095