Assuming the goal of a system has been articulated and its measurements defined, the steps are:
1. Identify the system’s constraint(s).
2. Decide how to exploit the system’s constraint(s).
3. Subordinate everything else to the above decision(s).
4. Elevate the system’s constraint(s).
5. Warning! If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system’s constraint.
The goal of a commercial organization is: “Make more money now and in the future”, and its measurements are given by throughput accounting as: throughput, inventory, and operating expenses.
The five focusing steps aim to ensure ongoing improvement efforts are centered on the organization’s constraint(s). In the TOC literature, this is referred to as the process of ongoing improvement (POOGI). 
If a constraint’s throughput capacity is elevated to the point where it is no longer the system’s limiting factor, this is said to “break” the constraint. The limiting factor is now some other part of the system, or may be external to the system (an external constraint). This is not to be confused with a breakdown. 
QUESTIONS for thinking it through:
How could this clarify my Reality?
How could this benefit if added to my Disciplines?
Who needs to hear this?
 Theory of constraints From Wikipedia, the free encyclopedia at https://en.wikipedia.org/wiki/Theory_of_constraints
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