Adirondack Designs, Inc., produces wooden furniture in a sequential process involving four departments: cutting, assembly, finishing, and packaging. Labor time available in the finishing department exerts a limiting constraint on the output of the company. According to the Theory of Constraints, process improvements should be confined solely to:

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The Theory of Constraints focuses on identifying and improving the bottleneck or limiting constraint in a process to increase output. Since the finishing department is identified as the limiting constraint, process improvements should be focused there to enhance overall productivity.