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Focus and Leverage : The Critical Methodology for Theory of Constraints, Lean, and Six Sigma (TLS)

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Title: Focus and Leverage : The Critical Methodology for Theory of Constraints, Lean, and Six Sigma (TLS)
Author: Bob Sproull, Bruce Nelson
ISBN: 1498746039 / 9781498746038
Format: Soft Cover
Pages: 358
Publisher: Productivity Press
Year: 2016
Availability: 2 to 3 weeks
  • Description
  • Contents

Most books about continuous and process improvement are written in a textbook format with straightforward information and plenty of graphs and charts to convey the points being made. Sometimes, even the best step - by - step instructions can escape even the most adamant of followers for an improvement method in determining exactly how to apply what they’ve learned.

Taking a different approach, Focus and Leverage is presented in an engaging business - novel format and is a sequel to the authors’ bestselling book, Epiphanized, Second Edition. The primary characters remain the same, but this time the storyline features two different industries: Maintenance, Repair, and Overhaul (MRO) and Healthcare (hospital) environments.

This book expands and highlights the two improvement methods first introduced in the appendix section of Epiphanized: the Interference Diagram (ID)/Intermediate Objectives (IO) map (ID/IO Simplified Strategy) and Multiple - Drum - Buffer - Rope (M - DBR).

Both of these innovative methods are the result of some much - focused thinking that allows for multiple improvement methods, and steps, to be combined into a single thinking process tool. This groundbreaking new method is designed to save time and money and allows faster and better results to be achieved.

The two storylines move the reader through the necessary system analysis, problem identification, and solution implementation. The novel format aids in presenting several realistic situational discussions as well as a multitude of graphs and figures to explain the step - by - step process for success.

The storyline of this book weaves some well - known and some not - so - well - known thinking tools into the problem - solving sphere to provide you with an understanding of how to first discover and then overcome issues not readily known or expected at the start of any project.


Chapter 1 : The Meeting
Chapter 2 : Preliminary Strategy Session
Chapter 3 : Aviation Dynamics - The First Visit
Chapter 4 : The Plant Tour
Chapter 5 : Aviation Dynamics - Day 2
Chapter 6 : The Hospital Visit
Chapter 7 : Aviation Dynamics - The Strategy
Chapter 8 : Becky Leaves the Hospital
Chapter 9 : MRO Strategy - Day 1
Chapter 10 : MRO Strategy - Day 2 : Morning
Chapter 11 : MRO Strategy - Day 2 : Afternoon
Chapter 12 : The Hospital - Preliminary Strategy
Chapter 13 : Hospital Improvement Team
Chapter 14 : Aviation Dynamics - The Return Visit
Chapter 15 : MRO - Scheduling Discussion
Chapter 16 : Hospital Executives
Chapter 17 : Follow - Up Meeting - Hospital Executives
Chapter 18 : MRO Scheduling Rollout
Chapter 19 : MRO Review and Training
Chapter 20 : Hospital Wait Times
Chapter 21 : Emergency Room - Wait Time Reduction
Chapter 22 : MRO - Unscheduled Maintenance Strategy
Chapter 23 : The Finale


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