Comparer des méthodes

	Value Stream Mapping (VSM)	Théorie des Contraintes (TOC)
Domaine	Gestion de la qualité	Gestion de la qualité
Famille	Process / pipeline	Process / pipeline
Année d'origine	1999	1990
Auteur d'origine	Mike Rother & John Shook	Eliyahu Goldratt
Type	Visual process analysis tool	Continuous improvement framework
Source fondatrice	Rother, M., & Shook, J. (1999). Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Lean Enterprise Institute. ISBN: 978-0-9667843-0-5	Goldratt, E. M. (1990). Theory of Constraints. North River Press. ISBN: 978-0-88427-166-6
Alias	VSM, Material and Information Flow Mapping, Lean Flow Mapping, Değer Akış Haritalama	TOC, Constraint Management, Bottleneck Theory, Kısıtlar Teorisi
Apparentées	3	3
Résumé	Value Stream Mapping (VSM) is a lean management technique used to visualize, analyze, and improve the flow of materials and information required to bring a product or service from raw input to customer delivery. Introduced by Mike Rother and John Shook in their 1999 workbook Learning to See, VSM draws on the Toyota Production System tradition to expose waste, delays, and non-value-adding activities across the entire production value stream.	The Theory of Constraints (TOC) is a management philosophy and continuous improvement framework introduced by Eliyahu Goldratt in his 1984 novel The Goal and formalized in his 1990 book. TOC holds that every system has at least one constraint — a bottleneck that limits the system's overall throughput — and that systematically identifying and addressing that constraint is the most effective lever for improving performance. It is widely applied in manufacturing, project management, supply chains, and service operations.