The OCD began in the 70s, when the Israeli physicist, Eliyahu Goldratt, has been involved with

the problems of production logistics. Goldratt developed a method of production management totally new, and was intrigued by the fact that the me thods of traditional production management do not much logical sense. The method developed was very successful, and other companies interested in learning the t echnique. Goldratt then devoted himself to further elaborate his method and diss eminate it. In the early 80's wrote a book about his theory. The book, "The Goal ", was written in the form of a novel and shows the difficulty of a factory mana ger to manage your business. As the story unfolds the manager discovers the prin ciples of the theory of Goldratt and the company recovers its competitiveness. T he book's success was and still is, enormous. Many companies have read the book and began applying the principles of TOC as soon as possible. In the book, Goldr att criticizes the traditional methods of administration. Many companies that im plement the logistics of producing Goldratt improved so significantly that the p roduction problems began to appear in other areas of the company. Goldratt has d eveloped solutions to other areas of businesses such as distribution logistics a nd project management. But he knew the company needed something more fundamental than just ready-made solutions: whenever an applied solutions company he had cr eated it gave a jump in competition, but then stagnated. He then decided to teac h people who used logical reasoning to solve problems. To him, companies needed to learn to solve their own problems so they could secure their future so they c ould improve continuously. Goldratt explained the tools of logical reasoning tha t used intuitively and started to teach them since 1991. Today, the TOC is compo sed of two fields, the Thinking Processes from one side, and specific applicatio ns (such as production logistics) of others. The TOC thinking processes have gon e beyond the limits of management and are used in many other areas of human know ledge, they form the basis of all OCD. This history of OCD explains why many still regard it as only applicable to prod uction. The book "The Goal" which so far has been the main promoter of the theor y is based on the logistical problems of production, while the processes of reas oning came much later and have not been so publicized and implemented. To try to overcome this obstacle in the spread of OCD as a whole, Goldratt wrote in 1994, another book (in the same style of "The Goal") "More Than Luck ... a process of reasoning." This time developing the story around the most strategic business p roblems, using the Thinking Processes. A major contribution of the TOC is the co ntinuous process of optimization (which is the basis for all applications in the TOC). This process of continuous optimization contains 5 steps 1. IDENTIFY the system constraint. 2. EXPLORE the restriction of the system. 3. Subordinate ever ything else to the above decision. 4. Elevate the system constraint. 5. If a pre vious step the constraint is broken, return to step 1. BUT do not let INERTIA be come the system constraint. Using this process we can focus our efforts on a few points that determine system performance (in its restrictions), and thus can si gnificantly improve their performance in the short term. Constraint here means " anything that prevents a system from achieving higher performance relative to it s goal." With this definition we can say that every system has a restriction, ot herwise its performance would be infinite (the company's profitability would be infinite.) An extremely important point is step 5, where Goldratt says to beware of our inaction. What he always says is that the vast majority of companies do not have physical constraints (such as a bottleneck in the factory) but have pol itical constraints. What does he mean by that is that most of the time which lim its the performance of a system is our inertia. Our Inertia is the restriction o f the system (for a discussion on this point read my article: "Change of Paradig m."). Was to deal with such inertia that it created the TOC Thinking Processes.