TLS - TOC, Lean & Six Sigma

Video from the Toyota Kaikan Exhibition Hall near Nagoya in 2005

What's in the TLS – Theory of Constraints Lean Six Sigma approach to process improvement and how it creates results.

Many organizations struggle with their continuous improvement (CI) efforts; achieving real bottom line results, whether in cost savings or increased revenues, has proven to be difficult. In spite of the widespread implementation of Lean and Six Sigma principles, poor results persist.

The TLS process generates 15-20 times better performance than Lean or Six Sigma. This presentation will show the root causes of poor CI program performance and a systematic framework to create ongoing bottom line results.

Jeff Liker, world-renowned Lean expert, on key performance indicator - OEE - as part of total productive maintenance (TPS). The way OA is used is not for comparing performance or any type of individual reward or punishment system.

The Theory Of Constraints is more and more pertinent in today's world of volatile uncertain demand in which it is not possible to distribute the work evenly throughout an organization. One resource will necessarily have a greater workload than the others; it will become the capacity constraint of the system. We must therefore identify the constraints and manage them accordingly. This video by Philip Marris, is a short extract of one of his one day training courses.

Maintenance is seldom mentioned when it comes to increase a plant's productivity. Nevertheless Reynald Debaut-Henoque, ex-Vice-President at Toyota Motor Manufacturing France (TMMF), is convinced that an exceptional maintenance is essential to complete the two outstanding challenges at their factory located in Onnaing: going from a two-shift organization to a 3-shift organization and producing 3 millions of vehicles in only 10 years, replacing the current achievement which is 3 millions of vehicles in 20 years.

In this video, Philip Marris explains why the carrying cost of inventory is often under-estimated by the traditional accounting methods. Among the costs generated by high levels of inventory there is the impact on improving quality and the inertia of long lead times.

Why do most Lean transformations struggle or fail? Why it is so difficult for bosses to accept Lean management? Who no servant leadership? Why does classical management maintain its grip on leaders? Why are CEOs so resistant to change? Why do people get in trouble with bosses for promoting Lean management? Why don’t leaders create safe spaces for experimentation? Why do leaders become disconnected from the work? You can stop wondering. [...] It took a long time, but now it is done. The books are the result of 13 years [...] They are essential reading for all Lean promoters and practitioners [...] Click on the links below to learn more about each book and read the reviews:

• The Triumph of Classical Management Over Lean Management: How Tradition Prevails and What to Do About It
• Irrational Institutions: Business, Its Leaders, and The Lean Movement
• Management Mysterium: The Quest for Progress

The carrying costs of inventory are often ridiculously underestimated. Why is there a contradiction between the traditional Cost Accounting estimate of the carrying costs of inventory and the Lean way (Toyota Motor Company & al.)? Philip Marris explains why the true cost might be 10 times or 100 times that. The cost of having inventory is not just the storage costs + financial costs + insurance. There are at least 2 other sources of cost that are much more significant: the contribution to the costs of non-quality and the cost of the inertia that inventory creates. If the true carrying cost of inventory was not phenomenal then Toyota would have gone bankrupt a long time ago.

There are 2 versions of this video. This is the longer 9 minute version.

In this video, Reynald Debaut-Henocque describes how Quality is managed at Toyota and at Toyota Motor Manufacturing France in particular. From initial training to the troubleshooting process, Reynald gives you an insight of how they really do it.

Unique Lean global event: « Lean around the clock » 24 hours of free Lean content from the Lean Global Network (chairman John Shook). Starting Monday 29th of November 2021, 2pm GMT.

Here are some of the topics:

• Healthcare – as the sector in the middle of the pandemic transforms itself.
• Hospitality, services, and the food industry find themselves transformed.
• Digital Transformation, where Agile meets Lean Thinking.
• Product and Process Development.
• Supply Chain – no, JIT isn’t the problem!
• Sustainability – yes, lean does equal green, or it should.
• Novel approaches to applying Lean in: construction, agriculture, mining, processing ...
• Organization transformation, including strategy and culture change.
• The questions and thinking of an effective Lean Transformation Framework.

When it comes to solving productivity & quality issues you can rush around and panic, or stand still and learn what you really need to fix. Find out more here.

Over 300 videos. One new video per week. Subscribe now! Focused on Theory Of Constraints, Lean, Six Sigma and Critical Chain Project Management. Client testimonials, tutorials, presentations, expert interviews, etc. Marris Consulting’s YouTube Channel has now reached 400,000 views.

John Willis, Senior Director ,Global Transformation Office, Red Hat