To increase output, whether in a disaster or in everyday pressures, you must challenge your assumptions to find solutions. Usually, the solution is not obvious (otherwise, it would have been implemented, right?), so you have to dig deeper. Challenging assumptions helps us see where we can change the process. There is still more to get out […]
Challenge Your Assumptions about the Process Read More »
What if you can’t simply reallocate resources to maximize flow because the constraint is the process or a machine itself? Sometimes it takes a little more creativity to identify how to exploit the constraint (the drum), but just because a machine is the constraint does not mean the fix is more expensive equipment. The key to
Focus on the Constraint Read More »
What is the first thing to do to increase output when you need more, yesterday? Often, when output needs to increase, we learn that this heightened sense of urgency creates rushed decisions and frantic behavior. This leads to the obvious and time-tested band-ads: adding another shift, throwing overtime at the problem or buying another machine. As
Make the Invisible Visible – Look for “The Drum” Read More »
The process helped BP save more than $200 million by identifying key measurements and planning the bottleneck into the operation.
Theory of Constraints Tapped to Accelerate BP’s Gulf of Mexico Cleanup Read More »
Last week, I did an interview with Joe Dager of Business 901 on the topic of the integration of Theory of Constraints with Lean and Six Sigma. We discuss how it all fits together and the biggest problem facing managers who want to implement a continuous improvement program.
Theory of Constraints Lean Six Sigma Podcast Read More »
Well, maybe you won’t double them, maybe you’ll do better! Many organizations struggle with their continuous improvement (CI) efforts; achieving real bottom line results, whether in cost savings or increased revenues, has proven to be difficult. In spite of the widespread implementation of Lean and Six Sigma principles, poor results persist. The TLS process generates 15-20
How to Double Your Profits with TLS Theory of Constraints Lean Six Sigma Read More »
At the heart of continuous improvement is the matter of change. In order to improve the process, we must change it. However, not every change results in an improvement. We would not bother to make a change if it didn’t result in something positive, yet many changes we make result in little real improvement. Why is
Why is it so hard to get buy in to continuous improvement? Read More »
Here’s a short clip from my presentation last month. Many organizations struggle with their continuous improvement (CI) efforts; achieving real bottom line results, whether in cost savings or increased revenues, has proven to be difficult. In spite of the widespread implementation of Lean and Six Sigma principles, poor results persist. The TLS process generates 15-20 times
Theory of Constraints Lean Six Sigma – Integrating Tools for Big Results Read More »
So you’ve been hit by the economic crisis, eh? Demand has softened up a bit, sales are uncertain. You’re wondering what you’re going to to do with all that extra capacity. You don’t want to lay anyone off, but if sales don’t pick up, you can’t stay solvent. Here are some things you can do to
8 Unconventional Things to do When Sales Goes Down Read More »
Continuous Improvement (CI) organizations must be profit centers, not cost centers. Too often, these organizations are established with little thought as to how they will function with the rest of the organization. As a result, the CI organization goes about aimlessly “improving”, with no bottom line results from their effort. No results = no buy-in. No
Is Your Continuous Improvement Organization a Profit Center? Read More »
