What Is It? Most of the common methodologies for making management decisions are based on the cost principle, that is, calculating the material and time costs of production stages or business processes and minimizing these costs at each site. One such innovative approach is the Theory of Constraints (TOC), which is based on two main principles. In other words, the TOC is a critical management philosophy, which aims to understand limiting factors through analysis (Sekhar & Rajagopalan, 2012). The first principle is that the optimization of each individual component of the system or subsystem does not lead to the optimization of the system as a whole since the achievement of local optima does not necessarily lead to a global optimum. The second principle is that the behavior of most complex systems is due to a small number of causal factors, and undesirable aspects of the system’s behavior can be eliminated by influencing them, as shown in historical reviews and bibliometric analyses (Ikeziri, Souza, Gupta, & de Camargo Fiorini, 2018). In other words, specificity is key in the utilization of essential TOC principles since the weakest link in the process flow is a primary limiter. With regard to production or business operations, this means that the desire to increase efficiency by achieving the highest possible efficiency of each production area or business process can lead to zero or even the opposite results for the entire company since the throughput of a business or production as a whole is determined by its throughput bottlenecks or system limitations. The correct method for TOC optimization is to find and eliminate the most bottleneck or plan the production process based on its throughput. What Factors Are Considered? There are a number of factors considered when implementing the TOC, and the vast majority of these aspects are dependent on whether the integration is taking place in management, production, or other endeavors. However, there are also fundamental factors, which need consideration and in-depth assessment in order to ensure proper identification of bottlenecks. In general, the potential sources of bottlenecks are raw material availabilities, technical workforce, equipment capacities, and market-based limitations, which means that there are both internal and external influences at play (Sekhar & Rajagopalan, 2012). The practice of financial and management consulting has shown that often such an approach leads to serious mistakes, such as an increase in the efficiency of a particular site only leads to the accumulation of inventories or work in progress, and not to the expected increase in profits, such as critical chain project management tools (Izmailov, Korneva, & Kozhemiakin, 2016). The root of the problem is that the application of the cost principle does not sufficiently take into account the relationship between the various components and may lead to an incorrect assessment of the impact of site optimization on production or the business as a whole. Such a state of affairs prompts managers to take a closer look at innovations in the field of organization of production, which take this factor into account more deeply. Therefore, factors can be input-based, such as raw materials or human resource-related. In addition, the technological or technical elements might be the source of hindrance, such as equipment-related output capacities. Lastly, the market itself can be a source of limitations, which is