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Theory of Constraints, Lean, and Six Sigma Improvement Methodology: Making the Case for Integration [Hardback]

  • Formāts: Hardback, 288 pages, height x width: 235x156 mm, weight: 603 g, 75 Illustrations, black and white
  • Izdošanas datums: 10-Jun-2019
  • Izdevniecība: CRC Press
  • ISBN-10: 0367247097
  • ISBN-13: 9780367247096
  • Hardback
  • Cena: 54,35 €
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  • Bibliotēkām
  • Formāts: Hardback, 288 pages, height x width: 235x156 mm, weight: 603 g, 75 Illustrations, black and white
  • Izdošanas datums: 10-Jun-2019
  • Izdevniecība: CRC Press
  • ISBN-10: 0367247097
  • ISBN-13: 9780367247096

Many leaders and managers have led improvement initiatives in a variety of different industry sectors. Most believe that when they begin these efforts, they already have the tools they need in their improvement "backpack." Using these tools, they make substantial improvements to processes in a wide array of industry segments. As time passes, however, most realize that there is a missing link in their arsenal of tools for improvement. The author of this book faced this same predicament and he discovered what the missing link was in his improvement tool kit: Theory of Constraints (TOC). Once he learned the details of TOC, his ability to make major improvements jettisoned upward to levels he had not seen before. TOC is the common denominator in all the case studies presented in this book.

This book opens with a chapter on what Theory of Constraints is and why it works so well in improvement efforts. The second and third chapters cover the important points related to Lean Manufacturing and Six Sigma as well as key points related to variability. Chapter 4 demonstrates how to effectively combine these three components to achieve maximum improvement and the corresponding enhancement to your company’s profitability. The remainder of this book is composed of true case studies from different industry segments, using this integrated improvement methodology.

Essentially, this book lays the foundation for what most practitioners are just beginning to understand—this integrated improvement methodology is superior to the three components used in isolation from each other. This book presents a step-by-step method of how to combine the Theory of Constraints, Lean, and Six Sigma, and then demonstrates its effectiveness in a very diverse array of industries.

Preface xi
About the Author xvii
Chapter 1 What Is This Thing Called the Theory of Constraints?
1(1)
The Concept of the System Constraint
2(5)
Problem-Solving and the Theory of Constraints
7(2)
Intermediate Objectives Map
9(1)
10 Map/Goal Tree
10(3)
The Goal
13(1)
Critical Success Factors and Necessary Conditions
14(1)
Constructing a Goal Tree/Intermediate Objectives Map
15(1)
The Case Study Example
16(1)
The First Meeting
16(6)
Cost Accounting versus Throughput Accounting
22(5)
Using the Goal Tree as an Assessment Tool
27(5)
Performance Metrics
32(5)
Overview of TOC's LTP Tools
37(3)
Case Study on How to Construct and Use the Current Reality Tree
40(1)
Constructing a Current Reality Tree
41(14)
Resolving Conflicts
55(5)
Prerequisite and Transition Trees
60(1)
Summary
60(1)
References
61(2)
Chapter 2 What Is This Thing Called Lean Manufacturing?
63(5)
Basic Lean Tools
68(6)
Value Stream Map
68(6)
Implement 5S Workplace Organization
74(2)
Implement Visual Controls
76(1)
Design and Implement Work Cells
77(10)
References
87(2)
Chapter 3 What Is This Thing Called Six Sigma?
89(1)
Six Sigma Principles, Tools, and Methods
89(5)
Types of Variation
94(1)
Measuring Variation
94(6)
Cycle Time and Processing Variability
100(8)
Defect Identification
108(1)
References
109(2)
Chapter 4 How to Integrate Lean, Six Sigma, and the Theory of Constraints
111(1)
Improvement Initiatives Today
111(1)
The Ultimate Improvement Cycle
112(5)
A Case Study
117(3)
References
120(3)
Chapter 5 A Better Way to Measure a System's Success
123(10)
References
132(1)
Chapter 6 TOC's Distribution and Replenish Model
133(1)
The Supply Chain
133(1)
The Minimum/Maximum Supply Chain
134(1)
Consequences of Cost Accounting Metrics
135(2)
The System Analysis
137(1)
The Most Common Supply Chain System
137(7)
The Robust Supply System
144(4)
Conclusions
148(3)
Chapter 7 A Case Study on the Theory of Constraints
151(17)
Reference
168(1)
Chapter 8 A Case Study on Helicopter Maintenance, Repair, and Overhaul
169(1)
Introduction
169(15)
Policy Constraints
184(1)
Artificial Constraints
185(1)
The Results
185(4)
Chapter 9 Healthcare Case Study
189(1)
Introduction
189(12)
Chapter 10 Case Study on a Medical Device Manufacturer
201(1)
Introduction/Background
201(9)
Analysis of Current State Process Flow
210(3)
Scheduling Using the System Constraint
213(8)
Drum-Buffer-Rope
221(8)
Prepare Area for Changeover
228(1)
Begin Changeover to New Product
228(1)
Machine Set-up
229(1)
Notes After Changeover Completed
229(1)
Other Recommendations
229(3)
Parts Replenishment
232(3)
References
235(2)
Chapter 11 Case Study on Engine Overhaul
237(1)
Introduction/Background
237(8)
Chapter 12 A Case Study on Project Management
245(14)
Project Management Case Study Summary
259(4)
Phase 1 Analysis and Consensus
260(1)
Phase 2 Solution Design and Setup
260(3)
Phase 3 Stabilization
263(1)
Training
263(2)
The Results
265(3)
References
268(1)
Chapter 13 Mafia Offers and Viable Vision
269(1)
Do You Have a Decisive Competitive Edge?
270(1)
The Answers
270(2)
Examples of Simple Mafia Offers
272(1)
Developing a Strong Mafia Offer?
273(3)
The Test: Is It a Mafia Offer?
276(1)
Summary
277(1)
Viable Vision: Complexity versus Simplicity
277(2)
The Silo Approach
279(1)
Decision-Makers Simpler Frame of Reference
280(1)
References 281(2)
Index 283
Bob Sproull is an Independent Consultant and the owner of Focus and Leverage Consulting. Bob is a certified Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. Bob has served as a Vice President of Quality, Engineering and Continuous Improvement for two different manufacturing companies, was a GM for a manufacturing company, has an extensive consulting background in Healthcare, Manufacturing and Maintenance and Repair Organizations (MRO) and focuses on teaching companies how to maximize their profitability through an integrated Lean, Six Sigma and Constraints Management improvement methodology. Bob is an internationally known speaker and author of numerous white papers and articles on continuous improvement. Bob's background also includes 9 years with the Presbyterian University Hospital complex in Pittsburgh, PA where he ran the Biochemistry Department at Children's Hospital, performed extensive research in breakthrough testing methods and assisted with the development of organ transplant procedures. Bob completed his undergraduate work at the University of Pittsburgh and University of Rochester with a dual Math/Physics major. A results-driven Performance Improvement Professional with a diverse healthcare, manufacturing, MRO and technical background, he has significant experience appraising under-performing companies, developing and executing highly successful improvement strategies based upon the integration of Lean, Six Sigma, and Constraints Management methodology. Bob is the author of four books, including, The Focus and Leverage Improvement Book, CRC Press, Taylor and Francis, 2018; The Problem-Solving, Problem-Prevention, and Decision-Making Guide - Organized and Systematic Roadmaps for Managers, CRC Press, Taylor and Francis, 2018; The Ultimate Improvement Cycle: Maximizing Profits Through the Integration of Lean, Six Sigma and the Theory of Constraints (Productivity Press, 2009) and Process Problem-Solving: A Guide for Maintenance and Operation's Teams (Productivity Press, 2001), and co-author of Epiphanized: Intergrading Theory of Constraints, Lean and Six Sigma (North River Press, 2012), Epiphanized: A Novel on Unifying Theory of Constraints, Lean and Six Sigma,2nd Edition, and Focus and Leverage: The Critical Methodology for Theory of Constraints, Lean, and Six Sigma (TLS). Degrees, Certifications, and Memberships: Bachelor of Science Equivalent in Math and Physics, University of Rochester, Rochester, NY Certified Lean Six Sigma Master Black Belt, Kent State University Certified Six Sigma Black Belt, Sigma Breakthrough Technologies, Inc. TOCICO Strategic Thinking Process Program Certificate TOC Thinking Processes (Jonah Course) L-3 Communications Critical Chain Expert Certificate, Realization Technologies Lean MRO Operations Certificate, University of Tennessee