User:Rpirasteh/sandbox

Integrated Continuous Process Improvement - iTLS: Integrated TOC, Lean, Six Sigma

iTLS is as an alternative continuous improvement approach that was introduced by Reza M. Pirasteh, Ph.D., MBA, PMP, CLM, MBB, in 2003.

Description
iTLS utilizes TOC (Theory Of Constraints), Lean and Six Sigma principals in a special sequence which delivers higher results as if each one of the continuous methodologies were used individually. To determine the effectiveness of the three methodologies, an experiment was designed that collected data for over 2 years. The results were statistically analyzed for significance between the three methodologies. Lean and Six Sigma were identified as viable continuous improvement methodologies. The success of each methodology was determined by their aggregate contribution to verifiable financial savings as a result of process improvement projects. These savings were validated with the organization plant controllers and senior management. Results of research were published in APICS (American Production Inventory Control Society) magazine “Continuous Improvement Trio” (Pirasteh, R., Farah, K.). iTLS process improvement methodology appeared significantly more effective compared with the other two methodologies, Lean and Six Sigma, by delivering higher cost. In this study TLS methodology application resulted in a contribution of 89% of the total savings reported, followed by 7% from Six Sigma and 4% from Lean applications. During this study, 101 projects were completed by the three methodologies. Data indicated that TLS projects delivered on average 2.591 times higher savings that Lean and 3.866 times higher than Six Sigma.



iTLS process highlights, how it flows and sequence of activities
The sequence of activities for application of iTLS:

The 7-step process:

'''Step #1. Identify the constraint & your river flow:''' '''Step #2. Exploit it – Squeeze the most out of it''' '''Step #3. Eliminate Waste''' '''Step # 4. Control variability''' '''Step # 5. Subordinate – Stabilize processes''' '''Step # 6. Elevate'''
 * Identify the problem
 * Identify the operations river
 * Where is the constraint?
 * Find the control point
 * :Scheduling
 * Set up reduction SMED
 * Utilization vs activation (Blue Light)
 * 5-S
 * Flow improvement
 * Control process
 * Reduce variability

'''Step # 7. What is going on? Go to step1'''

By going through steps one through 3, the resources of waste in the process would be identified and targeted for improvement. A parallel approach to implement 5-S at this phase needs to be considered to bring order and discipline into the process activities. 5-S would also assist in sustaining any process gain achieved and promote continuous improvement as a way of work life. The value-add which is the effort that customer is willing to pay for it, would be identified through the value-stream-mapping process. A waste-less value stream would be considered by streamlining the activities, so that queues and unnecessary inventories and work-in-process would be minimized. By implementing pull systems, the value chain would produce products or services only upon customer requirement. The focus would be to produce the required amount, at the requested time to be delivered to the exact customer and location. After eliminating or minimizing the waste, the new process flow should be established. At this stage, the process input variables need to perform consistently and repeatedly with minimal variability to achieve the best results to minimize waste, scrap, or rework. This leads to steps five and six following the lean process methodology.

Step: To pursue perfection identify and isolate the source(s) of process variation and systematically remove or minimize those variations. When the source(s) of process variation have been identified through the screening process, using Six Sigma’s analytical tools, the critical few factors are identified for process control. During this stage it may be necessary to perform design of experiments (DOE) to establish the optimal settings for the critical factors that have been identified. Upon establishing the optimal process variable settings, it is necessary to establish standard operating procedures and control mechanisms to ensure that the process critical factors will remain in statistical control and will not drift over time significantly. Application of Poke-Yoke and statistical process control is essential to sustain the process gains and provide an early warning system to prevent process variability. A process audit also needs to be designed to monitor process performance over time to ensure that the process gains are maintained. If any deviations are observed during the audit process, they should be the triggers for corrective and preventive action plans.

Step 5: Ensure all activities feeding the constraint resource are under statistical control and capable

Step 6: The capability of the constraint resource is at an acceptable level

Step 7: Re-scan the system to discover if the constraint has shifted and go back to step 1.