Table of Contents for Profitability With No Boundaries : Optimizing TOC, Lean, Six Sigma


Preface xv
Part I Leadership Summary
1(86)
Chapter 1 Productivity, Growth, and Prosperity
3(22)
Henry Ford
3(2)
Alfred Sloan
5(7)
Taiichi Ohno
12(5)
TLS---A Fourth Wave
17(8)
Chapter 2 Productivity Improvement---A Checkered History
25(6)
Chapter 3 What Is an Improvement?
31(8)
How to Measure an Improvement
31(4)
Why Improvements Efforts Often Fail
35(4)
Chapter 4 Current CPI Favorites
39(14)
Theory of Constraints (Toc)
39(3)
The Five Focusing Steps
39(2)
Thinking Processes
41(1)
Critical Chain Project Management
42(1)
Lean
42(3)
Six Sigma
45(8)
Six Sigma---A Metric
45(1)
Six Sigma---A Methodology
46(1)
Step 1 Define
46(1)
Step 2 Measure
47(1)
Step 3 Analyze
47(1)
Step 4 Improve
48(1)
Step 5 Control
48(1)
Design for Six Sigma (DFSS)
49(1)
Six Sigma---A Management System
49(1)
Summary/Evaluation
50(3)
Chapter 5 The TLS Model
53(8)
What is iTLS™®?
53(2)
How Does iTLS™® Work?
53(2)
What is Unique About iTLS™®?
55(1)
How Should iTLS™® be Applied? What is the Sequence of Events?
56(5)
Chapter 6 Results: Has a More Global Focus Worked?
61(6)
Initial Conditions
61(1)
Which Methodology was most Effective?
62(5)
Chapter 7 Throughput Operating Strategies (TOS)
67(8)
A Networks
67(2)
V Networks
69(1)
T Networks
70(1)
I Networks
71(1)
Summary
72(3)
Chapter 8 Management Issues
75(8)
Focusing Improvement Efforts
76(1)
Motivating the Desired Behaviors and Building Trust
77(1)
The Missing Link
78(5)
Chapter 9 Closing
83(4)
Part II Practitioner's Guide
87(242)
Chapter 1 Productivity Growth and Prosperity
89(22)
Ford
89(2)
Sloan
91(5)
Product Pricing
91(1)
Investment Decisions
92(2)
Make vs. Buy
94(2)
Ohno
96(10)
A Fourth Wave---iTLS
106(5)
Chapter 2 The Productivity Improvement Dilemma
111(12)
Improvement Challenges
118(5)
Chapter 3 CPI Favorites: TOC, Lean, Six Sigma
123(62)
Theory Of Constraints
123(7)
Lean
130(20)
Principle 1 Specify the Value
130(2)
Principle 2 Define the Value Stream
132(2)
Principle 3 Make Value Flow without Any Interruptions
134(9)
Principle 4 Make Customer Pull from Supplier
143(1)
Kanban
144(3)
Principle 5 Perfection
147(1)
Principle 6 Agility
148(2)
Six Sigma
150(11)
Six Sigma---A Metric
151(6)
Six Sigma---A Methodology
157(1)
Step 1 Define
158(1)
Step 2 Measure
159(1)
Step 3 Analyze
159(1)
Step 4 Improve
160(1)
Step 5 Control
160(1)
Design for Six Sigma
161(5)
Phase 1 Identify
162(1)
Phase 2 Design
162(1)
Phase 3 Optimize
163(2)
Phase 4 Validate
165(1)
Summary
166(1)
Where We Went Wrong
166(19)
Case I Direct Labor Reductions
169(1)
Case II Increase Throughput
169(1)
Case III Labor and Throughput Improvements
170(15)
Chapter 4 What Is an Improvement?
185(10)
History of "Improvements"
185(2)
How to Measure an Improvement?
187(4)
Why Do Improvement Efforts Often Fail?
191(4)
Chapter 5 The iTLS Model and How It Works
195(62)
What is This Itls?
195(62)
Step 1 Mobilize and Focus
203(5)
Step 2 Decide How to Exploit the Constraint
208(3)
Step 3 Eliminate Sources of Waste
211(10)
Step 4 Control Process Variability
221(6)
Step 5 Control Supporting Activities
227(3)
Step 6 Remove the Constraint and Stabilize
230(6)
Step 7 Reevaluate the System
236(21)
Chapter 6 iTLS Study and Results Summary
257(10)
Has a More Global Focus Worked?
257(10)
Initial Conditions
258(1)
Which Method Is More Effective?
259(3)
Findings
262(5)
Chapter 7 River System Optimization with TOS
267(18)
A Networks
268(5)
V Networks
273(6)
T Networks
279(2)
I Network
281(3)
Better Understand Your Processes
284(1)
Chapter 8 "MOST" TLS Project Management
285(8)
Leadership Responsibilities
285(8)
Mobilize
286(1)
Organize
287(1)
Speed-up
288(1)
Tie Loose Ends
289(1)
Real-World Application
289(2)
User Feedback
291(2)
Chapter 9 Real-World Application of iTLS Approach
293(34)
Study---Inventory Management
293(3)
Abstract
293(1)
iTLS-O Model
294(2)
Examples of Real-Life Constraints
296(1)
Case Study Electronic Manufacturing Company
296(10)
Initial Condition
296(1)
iTLS in Action and Findings
297(1)
Step 1 Mobilize and Focus
297(5)
Steps 2 and 3 Decide How to Exploit the Constraint and Eliminate Sources of Waste in the Constraint
302(1)
Step 4 Control Process Variability and Error in the Constraint
303(1)
Step 5 Control Supporting Activities to the Constraint
303(1)
Step 6 Remove the Constraint and Stabilize
303(2)
Step 7 Reevaluate System Performance and Go after the Next Constraint
305(1)
Going Forward
305(1)
Summary
306(1)
Case Study---Valve Assembly
306(8)
Initial Conditions
306(1)
Background
306(1)
Step 1 Mobilize and Focus
307(1)
Step 2 Decide How to Exploit the Constraint
307(1)
Step 3 Eliminate Sources of Waste
308(1)
Step 4 Control Process Variability
308(5)
Step 5 Control Supporting Activities to the Constraint
313(1)
Step 6 Remove the Constraint and Stabilize the Process
313(1)
Step 7 Reevaluate the System
314(1)
Case Study---Celso Calia of Brazil
314(13)
Introduction
314(1)
Our Model
315(3)
The Votorantim Cases
318(1)
Initial Condition
318(1)
Step by Step
319(1)
Step 1 Mobilize and Focus
319(1)
Step 2 Identify and Exploit the Constraint (Drum)
320(1)
Step 3 Eliminate Sources of Waste
320(2)
Step 4 Control Process Variability
322(1)
Step 5 Control Supporting Activities to the Drum
322(1)
Step 6 Control Supporting Activities
322(1)
Step 7 Reevaluate the System and Go After the Next Drum
323(1)
Summary
324(3)
Chapter 10 Closing
327(2)
References 329(4)
Glossary 333(14)
Index 347(6)
About the Authors 353