This is an individual chapter of Theory of Constraints Handbook. Many people are introduced to Theory of Constraints through checking out âEURœThe GoalâEUR ( Goldratt 1984). A typical question by readers after reading it is âEURœHow can we replicate Alex Rogos achievements described in The Goal, in our organizationâEUR ? How do you put an entire company (not simply Operations, or Distribution or Engineering or Sales) on a Holistic Process of Ongoing Improvement (POOGI) and do it in a manner where the application of all the changes is focused and integrated to achieve both ongoing growth and stability? This chapter offers a historical point of view on the requirement for an holistic approach to executing Theory of Constraints (TOC), an introduction of the previous attempts to establish such a method and why the majority of these attempts have failed. Then two of the leading TOC experts on the planet (Dr Alan Barnard and Ray Immelman), each with numerous TOC practical and holistic applications behind them, share their experience and insights gotten on ways to achieve and sustain a holistic TOC application that will provide both ongoing efficiency growth and improved stability through two huge and complex TOC study - one from the Private Sector (First Solar Inc.) and one from the general public Sector (Solid Waste Management in African Cities).