手法を比較

	制約理論（TOC）	バリューストリームマッピング（VSM）
分野	品質管理	品質管理
系統	Process / pipeline	Process / pipeline
提唱年	1990	1999
提唱者	Eliyahu Goldratt	Mike Rother & John Shook
種類	Continuous improvement framework	Visual process analysis tool
原典	Goldratt, E. M. (1990). Theory of Constraints. North River Press. ISBN: 978-0-88427-166-6	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
別名	TOC, Constraint Management, Bottleneck Theory, Kısıtlar Teorisi	VSM, Material and Information Flow Mapping, Lean Flow Mapping, Değer Akış Haritalama
関連	3	3
概要	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.	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.