How To Compare

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

SIX of a process in orden to

S IGMA
predict and expected
outcome
 Aplication
guidelines
Define

the process, the clients and what are

their problems,to identify the exit
conditions
 MEASURE ANALYZE

data is analyze to identify

RESPONSIBLE FOR fundamental and important
MEASURING THE PROCESS
causes
AND COLLECTING DATA
 CONTROL
IMPROVE
the monitoring process is
Solution to the problem are developed
carried out to ensure that not
andchanges are madein theprocess
unexpected changesoccur
 THE FOCUS OF THE THEORY
FOCUSES MAINLY ON REDUCING
VARIATION W H I C H P R O D U C E SIDE
EFECTS WHICH DIRECTLY AFFECTS
THE QUALITY OF THE PRODUCTS
LEAN
THI NK I NG THEORY
is defined as
anything not
necessary to produce
a product or service
 IDENTIFY VALUE
is the determination of the
characteristics of the product that
meets the needs of thecostumer

IDENTIFY THE VALUE STREAM

A P LI CATI ON activities that addvalue are identify,

then it´s determined if acttivities that
don´t addvalue to the product or
GUIDELINES service arenecessary

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

RPA Summer 2020

guidelines

identify
the restriction identifies through several
methods the amount of work queued before
a process
02
EXPLOIT
Once the constraint is
identified, the
process is improved or
otherwise supported to
achieve its utmost capacity
without major expensive
upgrades or changes. In
other words, the constraint is
exploited.
SUBORDINATE OTHER PROCESSES
TO THE CONSTRAINT
When the restriction process is working on
maximum capacity,speeds
of other subordinate processes
are stimulated at speed or
restriction capacity.Some
the processes will sacrifice individual productivity for the
benefit
of the entire system.
ELEVATE THE REPEAT THE CYCLE
CONSTRAINT once the restriction isbroken,
if the exit from the system it is not another part of the system or
satisfactory the changes may process chain becomes the
involve capitalimprovement, new restriction. now is the
reorganization or other significant time to repeat the
expenses of time or money improvement cycle
 IT FOCUSES ON LIMITATIONS, THIS
METHODOLOGY PRODUCES
POSITIVE EFFECTS ON THE FLOW
TIME OF THE PRODUCT OR SERVICE
THROUGH THE SYSTEM.
PRODUCTION OF WASTE IN THE
RESTICTION INCREASES
PERFORMANCE AND IMPROVES
PROCESSING TIME

19
SIMILARITIES
AND DIFFERENCES BETWEEN THE I M P R O V E M E N T
PROGRAMS

When comparing the 3 methods, we see some

common points about how initially it focuses on
defining the problems of the process to identify the
solution for a later implementation, also because it
focuses on the system or process that studies the
data . . . the differences between These are the focus
of the theory that focuses mainly in reducing
quality variation, another focuses in capacity
limitations and the last one focuses in eliminating
Obstacles
to the improvement methodologies
There are major obstacles to the
improvement methodologies:
•They address management theory as a
secondary or tertiary issue.
•They don’t address policies, either formal or
informal.
•They don’t address how managers are
measured
and rewarded for process improvements.
•They don’t address the general theory of
management used by the organization.
•They don’t address the organization’s values