In the face of challenges faced by today’s managers, such as unreliability of processes conducted
within the company, low quality of materials, too long time of fulfilling the customer
orders and missing the deadlines of their implementation, the role of dynamic parameters of
the warehousing as the source of competitive advantage of a modern enterprise is growing.
The aim of the study is to identify and analyze the factors determining the effective implementation
of the warehousing in the Distribution Center. In the research there has been
adopted the following hypothesis: with the increase in the number of customer orders, which
is characterized by an increasingly smaller number of assortment items, the importance of
managing constraints limiting the material flow within the warehousing is increasing. The
above-mentioned hypothesis is verified in accordance with the test procedure including literature
research and a case study. The research results show that the Theory of Constraints
is an excellent tool supporting the transformation of the warehouse management method.
With the help of the Theory of Constraints it is possible to determine precisely the places
in the material flow, where the adaptation actions undertaken bring down the greatest
effects.
The paper presents the theory of constraints (TOC) as a method used to improve results in a complex, multiplants organization. In the article the assumptions of this method has been presented as well as iterative approach concerning how to launch it in practice. Main indicators for organizational effectiveness assessment have also been presented. The maximization of production assets utilization is a key issue for competitive organization in the changing market conditions. An appropriate usage of the theory of constraints enables efficient allocation of financial assets among particular plants within a capital group. An application of a method has been presented based on throughput analyses and its influence to improve financial results of one plant organization and synergy effect in multiplants organization. The theory of constraints can be used in almost every kind of business sectors, among them are metal and foundry industries. It allows to be implemented in production organizations as well as in any other company’s profiles. Everywhere the constraint has been defined there is a chance to achieve an improvement following the presented method. The examples have been taken from the casting plants which use continuous and mold casting technologies. The examples show that TOC approach can be successfully employed as the improvement tool of foundries’ performances.