What are the five steps behind the Theory of Constraints methodology and what takes place in each?

What will be an ideal response?

The five steps in TOC methodology are to: identify the system constraint; exploit the system constraint; subordinate everything else to the system constraint; elevate the system constraint; and determine if a new constraint has been uncovered; then repeat the process. In order to identify the constraint, an intensive search must be made to uncover the root cause that limits the output of the system. To exploit the constraint, a strategy of focusing and viewing all activities in terms of this constraint is necessary; the firm must put the constraint to its best use before any other resource is considered. Subordination of the system requires resource commitment or scheduling decisions after handling the needs of the root constraint. The fourth step, elevating the constraint, seeks to improve the system by mitigating the effect of this bottleneck. If in fact, the constraint has been broken, then a new one has emerged. This new constraint throws the organization into the next cycle of identification, exploitation, subordination, and elevation.