Sounds like a complicated and not terribly enjoyable problem.
I think the most important problem is to develop a kaizen culture. Without that, teams end up just throwing words around without knowing what they mean, and with it, the words and tactics can be ignored in favor of doing the right things.
In that kaizen culture, I do think constraints are a key problem. I would hesitate to try to define all of them, though. I dislike any work that starts with listing all of the problems — there are too many, it’s too dispiriting, and you usually can see the biggest problems pretty quickly so there’s no need to list the small ones yet.
I certainly agree that the idea of removing a specific, tactical system and replacing it with vague references to a made up place do not seem a smart way to optimize operations. You’ve got to get senior management on board with changing culture, and of course, you’ve got to find some way to change culture and deliver results relatively quickly. I expect you knew that, so I’m just agreeing with you.