292 pages | 100 B/W Illus.
Companies all over the world try their best to improve their business by implementing efforts such as Six Sigma, Lean Manufacturing, or a combination of the two methodologies. Logic would tell you that these two methods would be the right approach because you would have an improvement method that, through Lean, reduces waste and make value flow, while Six Sigma reduces and controls variation. If this were true, then why is it that many of these initiatives simply aren’t delivering quantifiable bottom-line results?
After having studied many of these on-going improvement efforts, the author believes that these efforts are missing an important focusing mechanism. That is, most of these improvement efforts attempt to improve "everything" rather than finding that key part of the system that should be assessed and improved, the constraining factor, and then focusing the improvement efforts there and only there.
The hallmark of this book is how to first locate this constraining factor and then determine the best way to exploit it to generate extreme profits, radically improve on-time delivery of products or services and increase market share by outperforming your competition at rates you never expected possible. How do we do this? By combining Lean and Six Sigma with the Theory of Constraints. This book demonstrates both the basics of improvement (i.e. results) with the "how to" (i.e. the methodology) in a very simple format that everyone within your organization will understand.
Preface. Dedication. Chapter 1 Improvement Efforts. Chapter 2 The Ultimate Improvement Cycle. Chapter 3 How to Implement theUIC.Chapter 4 The Goal Tree. Chapter 5 The Logical Thinking Process. Chapter 6 A Simplified ImprovementStrategy. Chapter 7 Project Management. Chapter 8 Theory of Constraints Replenishment Solution. Chapter 9 Understanding Variation. Chapter 10 Performance Metrics. Chapter 11 The Mafia Offer and The Viable Vision. Chapter 12 On-Line Charting. Chapter 13 Active Listening. Chapter 14 Is Change Really Necessary. Chapter 15 TOC in MRO. Chapter 16 TOC In Healthcare. Chapter 17 Healthcare Case Study. Chapter 18 The Cabinet Maker