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Many process improvement practitioners overlook the value of combining Six Sigma with Theory of Constraints, says contributor Abishek Soni. Here are four ways to harness the synergy between Six Sigma and TOC. Many companies adopt an either/or approach to process improvement and fail to appreciate the benefits - and reap the rewards - of combining different process improvement toolsets and approaches. I believe that Six Sigma and Theory of Constraints, for instance, are important complementary approaches and not used often enough together. Why Six Sigma? Why TOC? Six Sigma is a data driven improvement methodology which seeks to improve quality of process outputs by removing causes of defects and reducing variation. It consists of powerful statistical tools to measure, analyze and verify the performance of process. Six Sigma projects follow DMAIC methodology to improve existing business processes. DMAIC is composed of the following five phases: DEFINE: This phase defines the problem statement and scope of the project. MEASURE: During this phase key characteristics of process are collected. ANALYZE: During this phase the root cause of the problem is investigated. IMPROVE: During this phase improvement solutions are developed. CONTROL: During this phase performance of the new process is monitored and evaluated. Theory of Constraints (TOC) is an ongoing improvement philosophy originally developed by Eliyahu M. Goldratt that focuses on constraint management. A chain is no stronger than its weakest link is the fundamental tenet of theory of constraint. TOC believes that the entire system is a collection of interrelated/interdependent processes and each system has one or more constraint. A constraint is defined as any process that limits the ability of entire system to achieve its intended goal. TOC seeks to achieve POOGI (Process of ongoing improvement), by following Five Focusing Steps mentioned below: 1. Identify the system constraint: Determine the weakest link or process of the system which is limiting the ability of system to achieve its goal. 2. Decide how to exploit the constraint: Find ways to utilize the existing capacity of constrained process to its fullest. 3. Subordinate all other processes to above decision: Align all the other process to enable constraint to operate at maximum effectiveness. 4. Elevate the constraint: Make changes to break the constraint. 5. Go to step 1: If the constraint is broken go back to step 1 to identify new constraint and repeat the subsequent processes.
Opportunity #2: Analyze the Problem Use ANALYZE phase tools to establish capability of bottleneck process. Leverage tools such as ANOVA, Regression analysis, Pareto, Ishikawa diagram to identify the sources of variations and root cause of the problem. Complement analysis with TOC step, identifying ways to exploit the constraint or bottleneck process to its full capacity. This will ensure that existing capacity is utilized without any additional investment. Opportunity #3: Develop the Solution Generate possible solutions for the problem using various techniques of IMPROVE phase such as DOE, Poka Yoke, Pugh Matrix, FMEA etc Bolster the solution with TOC step; subordinate all the other processes to exploited constraint. This will ensure that all other processes of the system are aligned with solution identified. If sufficient investment is available proceed with TOC step to elevate the constraint i.e. remove the constraint of the system by increasing its capacity. Opportunity #4: Verify & Continuously Improve Gather feedback on the performance of the new process using CONTROL phase tool control charts. Continue the pursuit of excellence and begin with first step of TOC to discover new constraint.
References:
The Goal by Eliyahu M. Goldratt The Six Sigma Way by Peter S. Pande, Robert P. Neuman, Roland R. Cavanagh