TLS Theory of Constraints Lean Six Sigma

Reconsider Your Rules on Materials and Suppliers

In my previous post about checking your assumptions, I talked about the rules and requirements about your process.  The supply chain is no different.  After all, rules are made, boundary conditions established around how you deal with your suppliers.  Therefore, you should also look at your supply chain policies to find possibilities to increase output – […]

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ship on water with oil boom in foreground

Challenge Your Assumptions about the Process

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

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Manage and Align Performance by Applying Uniform Standards

The more contractors or departments involved in a project, the more chances for variation and, often, more confusion.  There is always the opportunity for misalignment and miscommunication.   The larger the organization, the more opportunity for missing cues on priorities and direction.  For the process owner, the challenge is to align a team to drive progress towards

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Challenge Your Assumptions about the Process

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

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Focus on the Constraint

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

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Make the Invisible Visible – Look for “The Drum”

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

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Theory of Constraints Lean Six Sigma Podcast

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.

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How to Double Your Profits with TLS Theory of Constraints Lean Six Sigma

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

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