方法对比

	约束理论 (TOC)	L = λW	价值流图 (VSM)
领域	质量管理	运筹学	质量管理
方法族	Process / pipeline	Regression model	Process / pipeline
起源年份	1990	1961	1999
提出者	Eliyahu Goldratt	John D. C. Little	Mike Rother & John Shook
类型	Continuous improvement framework	Exact queueing identity	Visual process analysis tool
开创性文献	Goldratt, E. M. (1990). Theory of Constraints. North River Press. ISBN: 978-0-88427-166-6	Little, J. D. C. (1961). A proof for the queuing formula: L = λW. Operations Research, 9(3), 383–387.	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
别名	TOC, Constraint Management, Bottleneck Theory, Kısıtlar Teorisi	L = λW Theorem, Little's Theorem, Little's Result, Little Yasası	VSM, Material and Information Flow Mapping, Lean Flow Mapping, Değer Akış Haritalama
相关	3	3	3
摘要	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.	Little's Law is a fundamental theorem in queueing theory that relates the long-run average number of items in a stable system (L) to the long-run average arrival rate (λ) and the long-run average time an item spends in the system (W), expressed as L = λW. Introduced and rigorously proved by John D. C. Little in 1961, the law holds for virtually any stable stochastic system, requiring no assumptions about arrival distributions, service distributions, or queue disciplines.	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.