The Secret to Maximizing Profitability : A Business Novel on How to Successfully Combine The Theory of Constraints, Lean, and Six Sigma to Drive Profit Margins to New Levels

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.

Introduction

Chapter 1 : The Company Profile
Chapter 2 : The Six Sigma Implementation
Chapter 3 : The Lean Initiative
Chapter 4 : Focus and Leverage
Chapter 5 : More on the Theory of Constraints
Chapter 6 : The New Improvement Journey
Chapter 7 : The New Beginning
Chapter 8 : TOC’s Parts Replenishment Solution
Chapter 9 : Planning and Scheduling
Chapter 10 : Combining TOC, Lean, and Six Sigma
Chapter 11 : The Deliverables of the Ultimate Improvement Cycle
Chapter 12 : The Logical Thinking Processes
Chapter 13 : The Goal Tree Improvement Initiative
Chapter 14 : The Strategic Plan
Chapter 15 : The Next Step
Chapter 16 : The New Direction
Chapter 17 : TOC Replenishment Solution
Chapter 18 : The Goal Tree
Chapter 19 : The Ultimate Improvement Cycle
Chapter 20 : The Portfolio Effort

Index