The TLS Continuum Field Guide : How Theory of Constraints, Lean, and Six Sigma Will Transform Your Operations and Process Flow

The TLS Continuum Field Guide How Theory of Constraints, Lean, and Six Sigma Will Transform Your Operations and Process Flow

This book provides a roadmap for implementing a powerful technique will reduce waste and accelerate flow within a process -- The TLS Continuum methodology.

Detalles Bibliográficos
Otros Autores: Bloom, Daniel, 1971- author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Abingdon, England : Routledge [2024]
Edición:First edition
Materias:
Office management.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009825850906719
Tabla de Contenidos:
  • Cover
  • Advance Praise
  • Half Title
  • Title
  • Copyright
  • Contents
  • List of Figures
  • Foreword
  • Preface
  • Acknowledgments
  • About the Author
  • TLS Continuum Acronyms
  • Part 1 The Foundation: The TLS Continuum
  • 1 A Cycle vs. a Continuum
  • 1.1 A Closed System
  • 1.2 An Open System
  • 1.2.1 The Nature of a Cycle-Based System
  • 1.2.2 The Nature of the Continuum-Based System
  • 1.2.3 The Argument for a Continuum
  • 2 What Is the TLS Continuum?
  • 2.1 Introduction
  • 3 The Principles of the Theory of Constraints
  • 4 The Principles of Lean Management
  • 4.1 Waste from Overproduction
  • 4.2 Waste of Waiting
  • 4.3 Waste of Over-Transportation
  • 4.4 Waste of Overprocessing
  • 4.5 Waste of Excess Inventory
  • 4.6 Waste of Excess Motion
  • 4.7 Waste from Process Defects
  • 4.8 Waste of Underutilized Human Capital Potential
  • 4.9 Waste of Material Underutilization
  • 5 The Principles of Six Sigma
  • 6 The TLS Continuum Framework
  • Part 2 Continuous Process Improvement Journey
  • 7 What Is a Goal?
  • 7.1 A Goal (Problem Statement) Is Not a Proxy or a Means to Reach Another Goal
  • 7.2 A Goal (Problem Statement) Should Describe a Purpose Without Losing Sight of the Actions You Need to Reach Them
  • 7.3 A Goal (Problem Statement) Should Be Attainable and Within Reach
  • 7.4 A Goal (Problem Statement) Should Be Designed Around a Goal Even If It Has an Uncertain Chance of Success
  • 7.5 A Goal/Problem Statement Should Be Intrinsic In that Even If No One Else Cared, You Felt Good that You Tried to Reach the Top
  • 7.6 A Goal/Problem Statement Should Feel Exciting and Not Like a Chore
  • 7.7 A Goal/Problem Statement Should Be Specific and Quantifiable
  • 7.8 A Goal/Problem Statement Should Be Defined in Terms of Its Benefits Not Its Costs
  • 8 Goal Identification
  • 8.1 Thou Shalt Become One with the Customer/Client Internally or Externally.
  • 8.2 Thou Shalt Remember That the Customer Is the One That Pays the Bills
  • 8.3 Thou Shalt Never Stop Questioning Everything
  • 8.4 Thou Shalt Never End the Improvement Process Because You Think that You Solved the Problem Early
  • 8.5 Thou Shalt Always Be Available to Stakeholders, Responding Promptly to Inquiries
  • 8.6 Thou Shalt Strive to Meet the Customer Demands Faster, Better, and Cheaper
  • 8.7 Thou Shalt Recognize the Importance of the Entire Human Assets to the Process
  • 8.8 Thou Shalt Ensure that Improvement Efforts Are Aligned with Corporate Missions and Strategy
  • 9 Creating the Goal Statement
  • 9.1 Goal Tree
  • Part 3 Defining the Boundaries
  • 10 Identification of the Supply Chain Partners
  • 10.1 Stakeholder Analysis
  • 10.2 Voice of the Customer
  • 11 The Role of Cross-Functional Teams
  • 11.1 Hawthorne Studies
  • 11.2 Classical Workplace Teams
  • 11.3 Empowered Workplace Teams
  • 11.4 The Goal Tree
  • 11.4.1 The Evaporating Cloud or Conflict Resolution
  • 11.4.2 Mapping
  • 11.4.3 Premortem
  • 11.4.4 Solutions
  • 11.4.5 Team Construction
  • 12 Team Roles and Responsibilities
  • 12.1 Senior Executive
  • 12.2 Executive Committee
  • 12.3 Champion (Project)
  • 12.4 Process Owner
  • 12.5 Master Black Belt
  • 12.6 Black Belt
  • 12.7 Green Belt
  • 12.8 Yellow Belt
  • 12.9 White Belt
  • Part 4 Identification of the System Constraints
  • 13 Establishing the Current Process State
  • 13.1 Walk the Walk
  • 13.2 Talk the Talk
  • 13.3 Take the Gemba Walk
  • 13.4 Gemba Walk Key Performance Indicators
  • 13.5 The Next Step Upon Completion of the Gemba Walk
  • 14 Determining the Future Process State
  • 15 Determining the Gap Analysis
  • 15.1 Steps to Complete the Gap Analysis
  • Part 5 Elevate the System Constraints
  • 16 Removing the Non-Value-Added Wastes
  • 16.1 Definition of Waste
  • 16.1.1 Non-Value-Added Waste #1: Overproduction.
  • 16.1.2 Non-Value-Added Waste #2: Waiting
  • 16.1.3 Non-Value-Added Waste #3: Over-Transportation
  • 16.1.4 Non-Value-Added Waste #4: Overprocessing
  • 16.1.5 Non-Value-Added Waste #5: Excess Inventory
  • 16.1.6 Non-Value-Added Waste #6: Waste of Excess Motion
  • 16.1.7 Non-Value-Added Waste #7: Process Defects
  • 16.1.8 Non-Value-Added Waste #8: Underutilized Human Capital Potential
  • 16.1.9 Non-Value-Added Waste #9: Material Underutilization
  • 17 The Drum-Buffer-Rope
  • 17.1 Critical Path Method
  • 17.2 Critical Chain Project Management
  • Part 6 TLS Continuum Implementation
  • 18 TLS Continuum Manifesto
  • 18.1 Introduction
  • 18.2 Purpose
  • 19 Implementation Purpose
  • 20 The Voice of the Customer Pillar
  • 20.1 Core Services
  • 20.2 Services Bundle
  • 20.3 Enhanced Need Set
  • 20.4 Value Stream
  • 20.4.1 Stakeholder vs. Shareholder?
  • 20.4.2 SIPOC
  • 20.4.3 How Do We Measure the Voice of the Customer?
  • 21 The Organizational Alignment Pillar
  • 22 Continuous Process Improvement Pillar
  • 23 TLS Continuum Roadmap
  • 23.1 TLS Continuum Roadmap
  • Further Reading
  • Bibliography
  • Index.

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