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How To Compare Six Sigma, Lean and The Theory of Constraints
How To Compare Six Sigma, Lean and The Theory of Constraints
Six Sigma,
Lean and the
Theory of
Constraints
A framework for c hoos ing what ’ s best for
your organization
IM P ROV E M E NT
PROGRAMS
theory it focuses on reducing
variation to solve business
and process problems by
using a set of statistical tools
to understand thefluctuation
S IGMA
predict and expected
outcome
Aplication
guidelines
Define
IMPROVE FLOW
The improvement focuses onperforming
activities at the moment,this flow is the
uninterrupted movementof product or
service through the customersystem
ALLOW CUSTOMER PULL WORK TOWARD
then the waste is disposed of and PERFECTION
flows according to the process of in this phase the effort is the
approaching the product or repeated andconstant attempt
service to eliminate non-value activity,
improve flow andmeetcustomer
delivery needs
The quality improves and the
products spend lesstime in
process, reducing, chances of
damageand obsolescence.
While it is easy to eliminate
waste andimprove flow, it also
has some sideeffects
THEORY
OF
CONSTRA
INTS
(TOC)
T H EO RY O F
CONSTRAINTS (T O C )
It focuses on improving the system
byeliminating or improving the
weakest link in the chain.
Aplication
identify
the restriction identifies through several
methods the amount of work queued before
a process
02
EXPLOIT SUBORDINATE OTHER PROCESSES
TO THE CONSTRAINT
Once the constraint is
identified, the When the restriction process is working on
maximum capacity,speeds
process is improved or
of other subordinate processes
otherwise supported to are stimulated at speed or
achieve its utmost capacity restriction capacity.Some
without major expensive the processes will sacrifice individual productivity for the
upgrades or changes. In benefit
other words, the constraint is of the entire system.
exploited.
19
SIMILARITIES
AND DIFFERENCES BETWEEN THE I M P R O V E M E N T
PROGRAMS