The focus and leverage improvement book locating and eliminating the constraining factor of your lean six sigma initiative 1st Edition by Bob Sproull 0367001117 9780367001117

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ISBN 10: 0367001117 

ISBN 13: 9780367001117

Author: Bob Sproull 

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.

The focus and leverage improvement book locating and eliminating the constraining factor of your lean six sigma initiative 1st table of contents: 

Chapter 1 Improvement Efforts
Introduction
A New Type of Accounting
Throughput (T)
Investment or Inventory (I)
Operating Expense (OE)
Reference
Chapter 2 The Ultimate Improvement Cycle
Introduction
Step-by-Step Explanation
Step 1a
Steps 1b and 1c
Step 2a
Non-Constraints
Drum Buffer Rope (DBR)
Steps 3a, 3b and 3c
Steps 4a, 4b and 4c
References
Chapter 3 How to Implement the UIC
Introduction
Ten Prerequisite Beliefs
Types of Constraints
Resource/Capacity Constraints
Market Constraints
Material Constraints
Supplier/Vendor Constraints
Financial Constraints
Knowledge/Competence Constraints
Policy Constraints
References
Chapter 4 The Goal Tree
Introduction
The Goal Tree Structure
The Goal
Critical Success Factors and Necessary Conditions
Constructing a Goal Tree/Intermediate Objectives Map
The Goal Tree Case Study Example
The First Meeting
Using the Goal Tree as an Assessment Tool
Performance Metrics
References
Chapter 5 The Logical Thinking Process
Introduction
The Logical Thinking Tools
The Current Reality Tree
Communicating Productively
Steps to Construct a CRT
Collecting UDEs
Constructing the CRT
Conflict Diagrams—Basic Principles
Conflict Diagrams—Steps to Construct and Categories
The Steps
Categories of CD
Future Reality Trees—Basic Principles
Future Reality Tree Uses
Future Reality Trees—Steps to Construct
Step 1—Define the Function of the Future Reality Tree
Step 2—Capture the Idea
Step 3—Make a List of Potential Desirable and Negative Effects
Step 4—Build the Causal Connections between the Injection and Desirable Effects
Step 5—Strengthen Your Analysis
Step 6—Actively Seek Negative Branches
Prerequisite Trees—Basic Principles
The Prerequisite Tree (PRT)
Prerequisite Trees—Steps to Construct
Step 1—Verbalize Your Objective
Step 2—List the Obstacles That Prevent the Attainment or Existence of the Objective
Step 3—Determine Intermediate Objectives That Eliminate the Obstacles You Have Listed
Step 4—Find the Time Dependencies between the Intermediate Objectives
Step 5—Check the Prerequisite Tree for Feasibility
Transition Trees—Basic Principles
Principles
Transition Trees—Steps to Construct
Step 1—Define the Situation for Which You Are Preparing the Transition Tree
Step 2—Determine Your Objective(s)
Step 3—Determine the Actions Are Necessary to Achieve Your Objective(s)
Step 4—Look for Any Undesirable Side Effects
Step 5—Take Action
References
Chapter 6 A Simplified Improvement Strategy
Introduction
The Evolution of the Thinking Processes
The Apparent Problem
The Interference Diagram
Interference Diagram Types
Step 1—Define the Goal/Objective
Step 2—Define the Interferences
Step 3—Quantify the Time Component for ALL Interferences
Step 4—Alternatives to the Interferences
Interference Diagram for Strategy
Step 1—ID Strategy—Define the Goal/Objective
Step 2—Define the Obstacles/Interferences
Step 3—Define the Intermediate Objectives/Injections
Intermediate Objectives Map
The ID/IO Simplified Strategy
Conclusions
References
Chapter 7 Project Management
Introduction
A Different Method
Critical Chain Project Management
Summary of Key Points
References
Chapter 8 Theory of Constraints Replenishment Solution
Introduction
Theory of Constraints Replenishment Model
Summary of Benefits from TOC’s Replenishment System
Chapter 9 Understanding Variation
Introduction
More on Variability
References
Chapter 10 Performance Metrics
Introduction
Efficiency, Productivity and Utilization (EPU)©
Efficiency
Productivity
Utilization
Summary
References
Chapter 11 Mafia Offers and The Viable Vision
Introduction to Mafia Offers
Viable Vision
References
Chapter 12 On-the-Line Charting
Chapter 13 Active Listening
Introduction to Active Listening
Chapter 14 Is Change Really Necessary?
Introduction
Getting Buy-In for a Change
Chapter 15 TOC in MRO
Introduction
Drum Buffer Rope
Chapter 16 TOC in Healthcare
Chapter 17 Healthcare Case Study
Chapter 18 The Cabinet Maker
The Consequences and Chaos of Uncontrolled Efficiency
The Preliminary Analysis and Information Gathering
The Production Process and Tour
Step 1—The Planners
Step 2—The Lay-up
Step 3—The Saw
Step 4—Edge Banding
Step 5—The Morbidelli
Step 6—The Box Press
Step 7—Final Assembly
Step 8—Shipping
The Visual Cabinet Process Flow
The System Analysis—More information and Details
Step 1—The Planning
Step 2—The Lay-up
Step 3—The Saw
Step 4—Edge Banding
Step 5—The Morbidelli
Step 6—The Box Press
Step 7—Final Assembly
Step 8—Shipping
The System Analysis
The Improvement Implementation Strategy
Step 1—Planners
Step 2—The Lay-up
Step 3—The Saw
Step 4—Edge Banding
Step 5—The Morbidelli
Step 6—Kitting
Step 7—The Box Press
Step 8—Final Assembly
Step 9—Shipping
Step 10—Installation

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