How To Compare Six Sigma, Lean and the Theory of Constraints

A framework for choosing what’s best for your organization

Evidencia 7: talking about logistics , workshop

UN PLAN DE Introducción

NEGOCIOS

Within the American business, it has three methodologies improvements which

CON UN LEAN
each champion has its own organization methodology, that is why each
champion defends the adoption of their organization method, each one can be
different and can offer you according to what you need to solve all commercial

CANVAS
problems, but also some tend to conflict with each other or diminish certain
importance to the contribution of others.

 Six Sigm

Theory
It focuses on the reduction of the variation, it
will solve the problem and the process, then
through several tools that will help to
understand the flow of the process.
 Aplication guidelines

The application guidelines consist of:

Define: start by defining the process, questions such as customer information, their problems, which will help them identify
the core characteristics of the customer.

Measure: in this the process, the characteristics become categorized, systems are verified by collecting data.

Analyze: after data collection, they are analyzed to convert it into process information, as well as the identification of the
fundamental and most important causes.
of

Improve: in this step the objective is to improve the process by making solutions to the problem, evaluating if other
changes are necessary and if it was beneficial.

Control: the latter is part of the maintenance of the methodology, monitoring the process so that there are no
unexpected changes.
 Focus

Focusing on the main area of variation that can also produce

other objects, the investigation allows to make a reassessment
of the value status, some are modified, while others can be
eliminated, this methodology restricting the flow of as a result.
is based on two main assumptions.
 Lean thinking

It is called as the lean manufacturing of

production system, it is manifested in an
emphasis on flow.
Aplication guidelines

 Aplication guidelines

Identify the value, determine the characteristics that create the values in the product, based on how the specific product
meets the customer's needs.

Identify the flow of value: after identifying the value, the activities that add value are identified,., Then determining if the
activities that add value to the product or service are necessary. Non-valuable added activities are removed from the
process.

the flow after identifying those activities of added value and those that are not necessarily of value, the improvement is focused
on making the activities flow

Allow the customer to pull. After the waste is eliminated, the efforts are focused on the client extracting the product or
service through the process, only when the client needs it, not before, not after

Finally, work towards perfection, the repeated effort to eliminate the activity without value, improving flow and satisfying
the customer's delivery needs, improving quality, the product has less processing time.
 Focus

the flow after identifying those activities of added value and

those focuses on the elimination of waste that is to do what is
not necessary for the realization of the product or service. lean
makes some assumptions like:
people will appreciate the visual effect of the flow
Waste is the restriction on profitability
small improvements in quick succession are more beneficial
many people are involved in the value stream
fluid weighing involves big changes.

 Theory of constraints

Theory
Identify the value, determine the characteristics
that create the values in the product, based on
how the specific product meets the customer's
needs.

 Aplication guidelines

Identifying the restriction is through a variety of methods, the operation being a classic indicator.

Exploit: after the identification of the restriction, the process is improved or supported in order to achieve the maximum
without major costs or changes.

Subordinate: in this, they adjust the speed of some processes sacrificing individual productivity for the benefit of the entire
system

Raise: If the system is not satisfactory, the company can improve the restriction changes, this will raise any action that is
necessary to eliminate it.

Repeat after the first restriction and the processing system is the time of repetition of this cycle, again evaluating the
entire system looking for a new restriction
 Focus

It focuses on the limitations, which the methodologies produce

in positive effects on the flow time of the product or product,
increasing the performance and improving the processing time,
The performance of the TOCthe whole chain is bounded by
the force of the weakest link.

Similarities and differences between the improvement

programs

taking the product or service change at face value and increasing the processes
or system:
• The design of the product or service is correct.
• The design of the product or service is inexpensive.
• the design meets the customer's needs.
• The product meets the functional requirements of the market and the
customer.
• The management structure supports and nurtures change.
what you can change is your perspective in doing so, the differences in what
each method focuses.

 Obstacles to the improvement methodologies

Some obstacles to improvement may be

They do not address the general management theory used by the organization.
• They do not address the values of the organization.
The techniques to see the theory in the management of an organization,
questions such as Is the purpose of the organization only to increase the wealth
of the shareholders?
Or does the existence of the organization benefit society, the nation, or some
other group? Do not get caught
into the trap of thinking about the sole purpose of an organization
is to earn money if not the result of a process and management.

conclusion, the improvement methods allow attention and improvement

that satisfies the needs of the company depending on the hierarchy of
cause and effect relationships, identifying the type of relationship, for
example For Six Sigma: "If we focus on reducing variation,
then we will have a more uniform process output. "
• To read: "If we focus on waste disposal,
time will get better. "
• For TOC: "If we focus on limitations, the volume of performance will
improve."