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	<title>Isegoria &#187; Theory of Constraints</title>
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	<link>https://www.isegoria.net</link>
	<description>From the ancient Greek for equality in freedom of speech; an eclectic mix of thoughts, large and small</description>
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		<title>Stop starting and start finishing</title>
		<link>https://www.isegoria.net/2026/06/stop-starting-and-start-finishing/</link>
		<comments>https://www.isegoria.net/2026/06/stop-starting-and-start-finishing/#comments</comments>
		<pubDate>Tue, 23 Jun 2026 11:19:24 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">https://www.isegoria.net/?p=54386</guid>
		<description><![CDATA[The idea that growth can come from a focus on limits, rather than limitless expansion, David Epstein explains (in Inside the Box), is at the core of a simple but profound idea: In the 1970s, Israeli physicist Eli Goldratt was working on algorithms to predict the behavior of atoms in heated crystals, when a friend [&#8230;]]]></description>
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		<slash:comments>2</slash:comments>
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		<title>On the Hunt for Bottlenecks</title>
		<link>https://www.isegoria.net/2010/03/on-the-hunt-for-bottlenecks/</link>
		<comments>https://www.isegoria.net/2010/03/on-the-hunt-for-bottlenecks/#comments</comments>
		<pubDate>Fri, 12 Mar 2010 14:38:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=4934</guid>
		<description><![CDATA[Lean manufacturing, Bill Waddell says, is the application of the old scientific management concept to the entire factory — not just the direct labor slice: While any number of authors and ‘experts’ with little actual factory experience point out that the original Ford plant had a Time Study Department and Shigeo Shingo did not consider [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Necessary But Not Sufficient</title>
		<link>https://www.isegoria.net/2009/03/necessary-but-not-sufficient/</link>
		<comments>https://www.isegoria.net/2009/03/necessary-but-not-sufficient/#comments</comments>
		<pubDate>Wed, 04 Mar 2009 16:38:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Technology]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=3428</guid>
		<description><![CDATA[I finally made the time to read Goldratt&#8217;s last business novel, Necessary But Not Sufficient, which argues that new information technology is necessary but not sufficient for reaching the goal of making more money, because extra information doesn&#8217;t do you any good if you don&#8217;t do anything differently because of it. The thin story of [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>GM&#8217;s Broken Axle</title>
		<link>https://www.isegoria.net/2008/03/gms-broken-axle/</link>
		<comments>https://www.isegoria.net/2008/03/gms-broken-axle/#comments</comments>
		<pubDate>Sun, 30 Mar 2008 18:17:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=2048</guid>
		<description><![CDATA[GM&#8217;s Broken Axle is American Axle &#38; Manufacturing, which it spun off in 1994. Now labor&#8217;s on strike there, and GM is finding that its monopsony on axles does not compare to their monopoly: GM relies heavily on parts from American Axle, buying about $2.6 billion of them, including axles and key components in most [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Planning Fallacy</title>
		<link>https://www.isegoria.net/2007/11/planning-fallacy/</link>
		<comments>https://www.isegoria.net/2007/11/planning-fallacy/#comments</comments>
		<pubDate>Thu, 15 Nov 2007 14:12:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Science]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=1557</guid>
		<description><![CDATA[When I recently discussed project management — in Critical Chain 1, 2, 3, 4, 5, and 6 — I touched on the planning fallacy: A bigger issue still is that people are notoriously bad at estimating task durations, and they are notoriously overconfident in their ability to estimate. The optimistic and pessimistic estimates are supposed [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Critical Chain 6</title>
		<link>https://www.isegoria.net/2007/10/critical-chain-6/</link>
		<comments>https://www.isegoria.net/2007/10/critical-chain-6/#comments</comments>
		<pubDate>Mon, 01 Oct 2007 03:02:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=1389</guid>
		<description><![CDATA[The folks of the Theory of Constraints Center have a little project game to demonstrate how task and resource dependencies combine with a bit of unpredictability to create a cascade effect. Imagine you have a simple project with five tasks, each of which is expected to take seven days. Since Tasks A and B can [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Critical Chain 5</title>
		<link>https://www.isegoria.net/2007/09/critical-chain-5/</link>
		<comments>https://www.isegoria.net/2007/09/critical-chain-5/#comments</comments>
		<pubDate>Sat, 29 Sep 2007 16:58:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=1385</guid>
		<description><![CDATA[It has been a while since I last discussed Eli Goldratt&#8217;s Critical Chain and project management, but there is one more element to Critical Chain Project Management that I haven&#8217;t touched on. Critical-path analysis assumes that a task is either dependent on another, or it&#8217;s not. But what if two tasks require the same limited [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Critical Chain 4</title>
		<link>https://www.isegoria.net/2007/09/critical-chain-4/</link>
		<comments>https://www.isegoria.net/2007/09/critical-chain-4/#comments</comments>
		<pubDate>Thu, 20 Sep 2007 21:22:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=1352</guid>
		<description><![CDATA[I&#8217;ve been discussing Eli Goldratt&#8217;s third business novel, Critical Chain, which explores project management. Goldratt&#8217;s primary point is that padding individual task estimates with safety just means that a lot of time gets wasted. All that safety should get pooled into a few strategically placed buffers. But Goldratt makes a secondary point about multi-tasking — [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Critical Chain 3</title>
		<link>https://www.isegoria.net/2007/09/critical-chain-3/</link>
		<comments>https://www.isegoria.net/2007/09/critical-chain-3/#comments</comments>
		<pubDate>Thu, 20 Sep 2007 03:31:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=1349</guid>
		<description><![CDATA[I&#8217;ve been discussing Eli Goldratt&#8217;s third business novel, Critical Chain, and established project management techniques, like PERT. One subtle issue with charting the critical path of a project is that the individual task estimates, which start out as distributions — defined by optimistic, most likely, and pessimistic estimates — get boiled down to one-dimensional expected [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Critical Chain 2</title>
		<link>https://www.isegoria.net/2007/09/critical-chain-2/</link>
		<comments>https://www.isegoria.net/2007/09/critical-chain-2/#comments</comments>
		<pubDate>Wed, 19 Sep 2007 15:18:00 +0000</pubDate>
		<dc:creator>Isegoria</dc:creator>
				<category><![CDATA[Business]]></category>
		<category><![CDATA[Theory of Constraints]]></category>

		<guid isPermaLink="false">http://isegoria.net/isegoria/?p=1346</guid>
		<description><![CDATA[As I mentioned earlier, Eli Goldratt&#8217;s third business novel, Critical Chain, deals with project management, which has existed in its modern form since the 1950s. One obvious issue with charting the critical path of a project is estimating all the task durations. Sure, for some projects all the tasks are well understood, but for many [&#8230;]]]></description>
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		<slash:comments>0</slash:comments>
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