This book fully details, as the title suggests, the real secret to maximizing an organization's profitability. While many companies have implemented improvement initiatives such as Six Sigma and Lean Manufacturing, there is a missing link which, when discovered and implemented, will take these same companies to profit levels not seen before. This missing link is the Theory of Constraints, and when it’s combined with Lean and Six Sigma, true transformational improvements are sure to follow.

In this book, the author walks you through the step-by-step method on how to combine these three methodologies with the result being significant improvements to flow, major improvements in variation, substantial reductions in waste, superior on-time delivery, and ultimately, maximized profitability. He has been using this integrated methodology for many years and each time, the results realized were well beyond what the leadership teams had experienced previously. The genesis behind this combined improvement cycle is based upon many years of analysis of both failures and successes using Lean, Six Sigma, and the Theory of Constraints as stand-alone improvement initiatives.

By integrating Lean, Six Sigma and the Theory of Constraints into a single improvement cycle, the author has developed a recipe that will maximize your return on investment, cash flow, and net profit. The Secret to Maximizing Profitability is both stimulating and thought provoking, but more importantly it will provide your organization with a roadmap for maximizing the use of your resources to achieve more bottom-line improvement than you ever imagined possible.

chapter 1|9 pages

The Company Profile

chapter 2|10 pages

The Six Sigma Implementation

chapter 3|15 pages

The Lean Initiative

chapter 4|9 pages

Focus and Leverage

chapter 5|11 pages

More on the Theory of Constraints

chapter 6|14 pages

The New Improvement Journey

chapter 7|9 pages

The New Beginning

chapter 8|17 pages

TOC’s Parts Replenishment Solution

chapter 9|7 pages

Planning and Scheduling

chapter 10|14 pages

Combining TOC, Lean, and Six Sigma

chapter 12|26 pages

The Logical Thinking Processes

chapter 13|19 pages

The Goal Tree Improvement Initiative

chapter 14|9 pages

The Strategic Plan

chapter 15|13 pages

The Next Step

chapter 16|20 pages

The New Direction

chapter 17|12 pages

TOC Replenishment Solution

chapter 18|15 pages

The Goal Tree

chapter 19|15 pages

The Ultimate Improvement Cycle

chapter 20|22 pages

The Portfolio Effort