Focus and Leverage: The Critical Methodology for Theory of Constraints, Lean, and Six SIGMA (Tls)

ISBN-13: 9781138437913 / Angielski / Twarda / 2017

Bruce Nelson

Opis

First published in 1993. Routledge is an imprint of Taylor & Francis, an informa company.

Recenzje

"This book, Focus and Leverage, discusses the powerful results that can be obtained when observing and analyzing a business from a holistic, systemic point of view, and then explains how Lean-Six Sigma initiatives are substantially improved with the system focusing mechanism, provided by Theory of Constraints (TOC). ... This book defines two very practical and robust applications that I consider the most powerful planning tool available today: the Interference Diagram (ID) combined with the Intermediate Objective (IO) map, or the ID/IO simplified strategy concept. ... In the book, Bruce Nelson and Bob Sproull use the business situation from two seemingly different business environments, and yet illustrate the commonality between the two. First is the situation from a Maintenance, Repair and Overhaul (MRO) facility, and second is the situation of a Hospital Emergency Room. Using this innovative method they show how significant leaps in business performance can be obtained in a very short period of time.

This book also introduces an interesting and innovative concept for system planning and scheduling. It is a scheduling concept that the authors refer to as M-DBR (Multiple-Drum-Buffer-Rope), which is a valid refinement of the traditional DBR proposed by TOC."
—David Poveda, M.A.Sc., CDDP Instructor; Owner & Director, FLOWING Consultoria

"Wow… what a great book and sequel to Epiphanized. A detailed, step-by-step guide to problem solving in any industry, not only covering the technical problems a company may face while running an improvement project and the mechanics of improvement, but also detailing the human and cultural changes a company will need to address when undertaking the journey to improvement. I was there… while reading the book, I felt as though you put me in the story working side by side with Conner, Sam and Joe as they took Aviation Dynamics and Saint Luke’s from near failure to success. I especially liked seeing this book written from Conner's perspective and seeing his genius come out in the story while guiding Sam, Joe and their clients to succeed in their efforts. Bottom line is that this is a great how-to book with a fantastic real life story line."
—Mark Rader, Lean Six Sigma Master Blackbelt

"Some authors write revolutionary business management books that question industry practices and propose a truly different new and convincing approach. That is true of Bruce Nelson and Bob Sproull’s books. Some books are so enticing that you are torn between finishing the book and starting to apply the ideas it presents. This is such a book. ... The authors are passionate and experienced ‘changers’ or ‘improvers.’ You will sense this throughout the novel. ... I have been mixing Lean, TOC, and Six Sigma together for more than 25 years. I know it works; it works well. Don’t just buy this book … read it, think about it, adapt it to your context, and try to apply at least some of it."
—Philip Marris, CEO Marris Consulting, Paris, France, Founder and Administrator of the LinkedIn "TLS—TOC, Lean & Six Sigma" Group

Spis treści

Foreword, Preface, Acknowledgments, Authors, Chapter 1 The Meeting, Chapter 2 Preliminary Strategy Session, Chapter 3 Aviation Dynamics—The First Visit, Chapter 4 The Plant Tour, Chapter 5 Aviation Dynamics—Day 2, Chapter 6 The Hospital Visit, Chapter 7 Aviation Dynamics—The Strategy, Chapter 8 Becky Leaves the Hospital, Chapter 9 MRO Strategy—Day 1, Chapter 10 MRO Strategy—Day 2: Morning, Chapter 11 MRO Strategy—Day 2: Afternoon, Chapter 12 The Hospital—Preliminary Strategy, Chapter 13 Hospital Improvement Team, Chapter 14 Aviation Dynamics—The Return Visit, Chapter 15 MRO—Scheduling Discussion, Chapter 16 Hospital Executives, Chapter 17 Follow-Up Meeting—Hospital Executives, Chapter 18 MRO Scheduling Rollout, Chapter 19 MRO Review and Training, Chapter 20 Hospital Wait Times, Chapter 21 Emergency Room—Wait Time Reduction, Chapter 22 MRO—Unscheduled Maintenance Strategy, Chapter 23 The Finale

O autorze

Bruce Nelson, Bob Sproull