Six Sigma is an expensive initiative with a huge potential for return on investment. However, there are risks associated with it. False starts, lack of commitment or lack of planning may lead to unsatisfactory results. Considering the complexity of the Six Sigma process, one must minimize the risks of failure and improve ROI by improving the Six Sigma process for better, faster and cost-effective implementation.

Eliyahu Goldratt’s Theory of Constraints (TOC) is a great methodology for process improvement. TOC examines the thinking process of individuals who invent simple solutions to problems and the psychology of an organization adapting to those solutions. Anything that limits the performance of an organization can be seen as a constraint. Only a few of these restraints, which limit the development of an inventive solution, are active at any given time. TOC’s five steps, as shown in Figure 1, are as follows:

1. Identify the constraints
2. Exploit the constraints
3. Subordinate the constraints
4. Elevate the system’s constraints
5. Re-apply steps 1-4

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