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

Format:

Book

Author/Creator:

Bloom, Daniel, 1971- author.

Language:

English

Subjects (All):

Employee empowerment.

Industrial management--Employee participation.

Industrial management.

Organizational effectiveness.

Physical Description:

1 online resource (273 pages)

Edition:

First edition.

Place of Publication:

Abingdon, England : Routledge, [2024]

Summary:

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

Contents:

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.

Notes:

Description based on print version record.

Description based upon print version of record.

11.4.3 Premortem

Includes bibliographical references and index.

Other Format:

Print version: Bloom, Daniel The TLS Continuum Field Guide

ISBN:

9780429639548

0429639546

OCLC:

1419871378