TOCICO conference : Quality Control is often the bottleneck in operations

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TOCICO 2022 : "A Future with no shortages"

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  • 31st of October - 2nd of November 2022, Orlando, USA, or on-line (hybrid conference),

  • Conference in English.

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About the conference


Quality Control is very often the bottleneck in operations today. This situation is not often identified. The ERP system does not see it. The silo effect between operations and quality contributes to the problem not being recognized. Top management is often just not interested in that activity.

In our significant experience of all types of industries throughout the world we find that Quality Control (Q.C.) is the bottleneck in more than half of organizations. This is remarkable.

One of the reasons that leads to Q.C. having too much work is the continual increase in the quantity and complexity of quality controls of products.  This is true whatever the industry, whether it be aeronautics, software development, luxury goods manufacturing, or the food industry.

Another contributing factor is that it is not so easy to manage the performance of Quality Control. How does one maintain the right balance between rigorous work and productivity? It is managerially difficult to accept some sort of time per part. For the same reason it is very difficult to define the proper capacity (the number of controllers) during the budgeting process. When estimating the workload management often falls into the trap of wishful thinking and estimates (hopes) that the quality will improve next year. And because it is not a value-added operation management tends to limit expenses in this domain.

This situation has significant consequences in that vast majority of industries where quality is still problematic. Some companies such as Toyota Motor Manufacturing have, after decades of hard work, reached levels of right first-time quality of the order the 5 to 50 defective Parts Per Million (ppm) produced. But the majority of organizations are living with scrap rates over one hundred time worse…without good reason. We will argue that Good Theory Of Constraints, like Good Lean, includes outstanding levels of operational quality.

We will discuss why having a bottleneck in the quality domain is a very bad situation. Why it is possibly the worse possible department in which to have a capacity constraint.

We will present a number of solutions that can easily be applied to improve these sorts of bottlenecks and hence the Throughput of the company.

We will present 8 recent examples from various industries: steel making, luxury watches, aeronautics, paint production, rocket manufacturing and the nuclear industry.

We will conclude by saying that it happens often, that it is a very unhealthy situation, but that it is easy to fix and once fixed this will have extraordinary impact on the organization’s performance in the short term and in the long term.



The 20th Annual TOCICO International Conference


Get ready for a 3-day hybrid conference held from October 31 – to November 2, 2022. Attendees can participate in person at the stunning Renaissance Orlando at SeaWorld or online with video & Q&A streaming. The conference is open to anyone, corporations, government, academics, not-for-profits, consultants, students, etc… who are interested in learning how the power of TOC will enable an organization or an individual to prepare for and achieve a future with no shortages.

Seaworld Orlando

Watch the conference replay 


About Philip Marris

Philip Marris NoBackground

Philip started his Theory Of Constraints journey in 1986 when he joined Creative Output and worked with Eliyahu Goldratt, the founder of TOC and author of the worldwide bestseller “The Goal”. In 1994 he wrote a bestselling TOC textbook in French.
He is also a recognized Lean expert and usually combines Lean (Manufacturing/Engineering/Management) with TOC. He founded Marris Consulting based in Paris France in 2005.
Half their business is outside of France in Europe and the rest of the world. He is bilingual and bi-cultural French/English. He is very active in the TOC community. He has implemented TOC over 280 times in over 30 countries. His clients include: Air France, ArcelorMittal, Ariane Group, Embraer, GSK, McDonald's, Louis Vuitton, Procter & Gamble, Safran, Salzgitter-Mannesmann, Siemens, SKF, Thales and Zodiac Aerospace.


The process of Theory of Constraints' continuous improvement rests on 5 steps, the identification of the constraint is only the first.

To (re)discover the whole process, you can watch the webinar about Theory of Constraints:


Theory Of Constraints 

About Marris Consulting

Marris Consulting is an industry consulting and training company specialized in the Theory of Constraints (ToC) and Critical Chain Project Management. We focus on improving the performance of manufacturing and process industries by using Constraints Management combined with Lean and Six Sigma. To boost project performance, we also use Critical Chain Project Management (CCPM), which we sometimes combine with Lean Engineering. Our 2-day performance audits, our performance consulting services and our project management, Lean, ToC & CCPM training by our industry consultants offer a wide range of solutions to help our clients around the world reach the highest possible levels of performance.

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