Alan Barnard

Alan Barnard books

Famous author

Dr. Alan Barnard is the contributing author of “Viable Vision” by Gerrald Kendall (J. Ross Publishing, 2004) and the author of two chapters from the best selling “Theory of Constraints Handbook” (McGraw Hill, 2010).

Continuous Improvement and Auditing the TOC Way (Chapter 15 of TOC Handbook)

Fundamental to the success and viability of any organization is a realization (by the management team) that improvement is not a once-off event and that continuous or ongoing improvement requires continuous change. Unfortunately, not all changes result in improvement and continuous changes can jeopardize the stability. Ensuring that every significant change results in an improvement (in both performance and stability) for the organization as a whole is one of the most significant challenges faced by the management of any organization because it requires a reliable focusing mechanism to differentiate between all the many parts and processes that can be improved from those few that must be improved (to achieve more organization goal units now and in the future).

Holistic TOC Implementation Case Studies. Lessons learned from the Public and Private Sector (Chapter 16 of TOC Handbook)

Alan's chapter provides a historical perspective on the need for an holistic approach to implementing Theory of Constraints (TOC) as well as to share the experiences and insights of two TOC experts (Dr. Alan Barnard and Ray Immelman), each with many TOC implementations behind them, through two TOC implementation case studies where an holistic approach was used - one from the Private Sector (First Solar Inc.) and one from the Public Sector (Solid Waste Management in African Cities).

Topic of the presentation

Using TOC to Identify and Unlock inherent potential within government to achieve more with less in less time


Despite the many differences between Private sector and Public sector organizations they share one common challenge – the increased pressure to achieve more (goal units) with less (resources) in less time. Over the past 30 years, Theory of Constraints (TOC) has helped thousands of ‘for-profit organizations’ to achieve profitable growth quickly, sustainably and typically without any increase in costs or investment by focusing on their weakest link. Considering the increased pressures and frequent distrust between stakeholders, could TOC bring similar results to the public sector by helping stakeholders focus on how they can help to strengthen the weakest link?

In this presentation, Dr. Alan Barnard, will show that a new simplified TOC analysis, consensus building and focused implementation approach can help achieve the very ambitious target of ‘Doing MORE with LESS in LESS TIME’ for local governments that face major capacity and budget constraints. The approach was first tested within city councils in Africa, in collaboration with the UN Development Program and InWent and later within government agencies within developed economies such as the USA.


In most government agencies, there is a large and growing gap between the growth in demand for basic services and limited supply capacity.

The solution is not to add capacity, but to provide stakeholders with simple tools to help them identify how capacity and time is lost and resolve conflicts to capitalize on these opportunities.

The presentation will share case studies and results from applying this Theory of Constraints approach in both City Councils in Africa as well as from local government agencies in the USA.

Attendees will learn practical tools that they can apply immediately to identify the magnitude of improvement possible within their environments and how to reduce backlogs and address supply bottlenecks.



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