* Article Question: According to the author’s standpoint, describe what are the differences between theory/application/focus factors when comparing six sigma, lean and theory of constraints. Please elaborate your answer without writing article sentences, use you own words and demonstrate a comprehensive analysis.
Making a comparison with a simple standpoint, the six sigma’s methodology is used to incremental improvement of existing processes, as it is the six sigma main tool, DMAIC. This tool is a strategy based on statistical quality, which gives much importance to data collection and accuracy of the data as a basis for improvement. Each step in the methodology focuses on obtaining the best results possible to minimize the possibility of error. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", “Yellow Belts”, etc) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction or profit increase). This methodology is focused on issues, such as for example, the improvements in the molding process of producing a large-scale casting where you have to comply with a material’s specification but in a statistical environmental in control where the best option is the reduce the variation in order to reach the critical Cpk analysis’ value of the process and obtaining the secondary impact in less wastes, fast throughput, less inventory and other aspects relationed.
By the other hand, Lean thinking or Lean Manufacturing lies is a production perform that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, “value" is defined as any action or process that a customer would be willing to pay for. Fundamentally, lean is centered on preserving value with less work. Lean manufacturing is a generic process management philosophy derived mostly from the Toyota Production System (TPS0. It is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world's largest automaker, has focused attention on how it has achieved this. The main focus is the flow process concept that consists in remove wastes applying the 5 steps of Lean thinking’s application guidelines in order to reach the perfection of flow and obtaining the secondary impact in less variation, uniform process output, less inventory and others aspects.
Basically, the theory of constraint is an overall management philosophy introduced that is geared to help organizations continually achieves their goal. The theme comes from the contention that any manageable system is limited in achieving more of its goal by a very small number of constraints, and that there is always at least one constraint. The main focus is the system constraints concept that consists in the application of the 5 steps of TOC’s application guidelines in order to reach the perfection of system and obtaining the impact in emphasis on speed and volume using existing systems and make a sense of process interdependence. The immediate effects are fast throughput in cost, performance, less inventory & waste, improve quality and others. Depend to the organization’s interest choosing the correct methodologies according to culture and the final vision of the company, taking in consideration the cost, budget, quality level and the...