The "Big 3" whole-company improvement technologies -- Lean Thinking, Six
Sigma, Theory of Constraints -- are individually so powerful that advocates can
easily become defensive; "my technology is better than yours."
A sign of maturity in the movements is the recognition that each brings things
to the table that the others do not; and the combination is more powerful than
the independence. For example, managers trained in TOC know that the Theory of
Constraints is the ultimate "mixer" -- it pulls other technologies in to an
implementation, in a focused manner and with a high degree of leverage that
helps each to achieve better results than they could have individually. Everyone
wins.
... Experience from the adoption of Kanban theories in North American manufacturers will serve as the foundation on which the Australian case is built upon. 2-0 THE JAPANESE KANBAN PROCESS- ...
September 1998 Volume 8 Number 9 High-Mix, Low-Volume Manufacturing By Karl M. Kapp, Ed.D., CFPIM, CIRM "When building a competitive advantage, the principal underlying concern is to avoid ...
... a production system based upon theories developed at Toyota by Dr ... These theories are the basis of Toyota Production System (TPS) and include: Just-in-Time (Kanban), Order-Point ...