Combining Lean, Six Sigma, and the Theory of Constraints to Achieve Breakthrough Performance (Chapter 36 of the Theory of Constraints Handbook)

AGI-Goldratt Institute


Level of TOC knowledge acquired:

Advanced and Intermediate


16 pages

Designed for:

Consultants, Implementers, Managers and Shop Floor workers











This is an individual chapter of Theory of Constraints Handbook. This chapters purpose is to provide an understanding of the synergies and the discords of TOC and Lean Six Sigma in order to fully integrate the methodologies to ensure real bottom line results.

Basic definitions of TOC, Lean and Six Sigma are presented, including a review of the synergies between the three methods. In addition, this chapter will discuss the areas of disconnect and present a breakthrough integrated Velocity process that results in bottom line improvement for the organization.


  • Lean
  • Six Sigma
  • Theory of Constraints (TOC)
  • Discords that can Block the Effective Integration of TOC and Lean Six Sigma (LSS)
  • Work Behaviors
  • Material Release
  • Replenishment System
  • TOCLSS—Fully Integrated TOC, Lean, and Six Sigma

Comprehensive coverage of the Theory of Constraints 

Complete Table of contents of the Theory of Constraints Handbook

About the Authors:

James F. Cox III, Ph.D, CFPIM, CIRM, holds TOCICO certifications in all disciplines. He is a Jonah's Jonah, Professor Emeritus, and was the Robert O. Arnold Professor of Business in the Terry College of Business at the University of Georgia. Dr. Cox has written three books on TOC.

John Schleier holds TOCICO certifications in all disciplines. He was President and Chief Operating Officer of the Mortgage Services Division of Alltel, Inc., Executive Vice President of Computer Power, Inc., and Director of Office Systems and Data Delivery for IBM.


The Theory of Constraints Handbook: