Companies all over the world try their best to improve their business by implementing efforts such as Six Sigma, Lean Manufacturing, or a combination of the two methodologies. Logic would tell you that these two methods would be the right approach because you would have an improvement method that, through Lean, reduces waste and make value flow, while Six Sigma reduces and controls variation. If this were true, then why is it that many of these initiatives simply aren’t delivering quantifiable bottom-line results?

After having studied many of these on-going improvement efforts, the author believes that these efforts are missing an important focusing mechanism. That is, most of these improvement efforts attempt to improve "everything" rather than finding that key part of the system that should be assessed and improved, the constraining factor, and then focusing the improvement efforts there and only there.

The hallmark of this book is how to first locate this constraining factor and then determine the best way to exploit it to generate extreme profits, radically improve on-time delivery of products or services and increase market share by outperforming your competition at rates you never expected possible. How do we do this? By combining Lean and Six Sigma with the Theory of Constraints. This book demonstrates both the basics of improvement (i.e. results) with the "how to" (i.e. the methodology) in a very simple format that everyone within your organization will understand.

chapter 1|18 pages

Improvement Efforts

chapter 2|26 pages

The Ultimate Improvement Cycle

chapter 3|16 pages

How to Implement the UIC

chapter 4|26 pages

The Goal Tree

chapter 5|46 pages

The Logical Thinking Process

chapter 6|20 pages

A Simplified Improvement Strategy

chapter 7|154 pages

Project Management

chapter 9|14 pages

Understanding Variation

chapter 10|16 pages

Performance Metrics

chapter 11|8 pages

Mafia Offers and The Viable Vision

chapter 12|4 pages

On-the-Line Charting

chapter 13|6 pages

Active Listening

chapter 14|6 pages

Is Change Really Necessary?

chapter 15|16 pages


chapter 16|14 pages

TOC in Healthcare

chapter 17|6 pages

Healthcare Case Study

chapter 18|20 pages

The Cabinet Maker