Abstract
Because of the depression in global economy and the Asian financial storm, it has become more difficult to manage an enterprise. At the same time, an enterprise needs to face the uncertainty of market demand, fast technology innovation, the shortening of product lift cycle, and the shifting of the product market from regional to global. In order to meet customer demands, an enterprise needs to put out new products with competitiveness in cost and quality, which can only be achieved through the improvement of the performance of an enterprise. This is a common problem faced by most enterprises today.In addition, new management tools have been introduced constantly, hoping to find new opportunities for business management, however, business units within an organization still used to do things independently, so even an excellent management tool still cannot help a business to achieve its goals and execute its strategy. According to the view of the Theory of Constraints (TOC), local optimization dose not represent global optimization, and everything that an organization does should drive the enterprises toward the goal. But, in practice, TOC still tends to deal with partial problems instead of global problems. So a decision maker still does not know where to improve business processes, and results in the failure of the business process improvement projects. Therefore it’s important to know how to find out the key business process and then increase the business performance through improving the bottleneck of the business flow. The above problem is the focus of this research.This research attempts to link cause-effect factors of strategy target to business procedure with the strategy map, and then find out the core processes. Next, the balance scorecard is used to find out the indices of poor performance. Finally, the TOC method is applied to improve the key business processes to increase the performance of the system.