1a. Management commitment and involvement
1b. Training, Education, learning and Growth
2. Project prioritization, selection, reviews and tracking.
3. Linking Six Sigma to business strategy
4a. Linking Six Sigma to customers,
4b.Organizational infrastructure and
4c. Cultural change
5. Liking Six Sigma to suppliers
6. Understanding of Six Sigma methodology, tools, and techniques
7. Four success factors are directly related to Human Resource Management and if we combine their frequencies it will be 7th top success factor.
These success factors are:
i) Human resource practices ii) Reward and recognition system iii) Use of top talent iv) Workforce managements
2.4 Theory of Constraints
The application of Theory of Constraints required the identification of a bottleneck constraint in the manufacturing process which has limited the through-put and thus negatively affected productivity and efficiency of the plant (Pegels and Watrous, 2005). Aryanezhad and Komijan (2004) have discussed efficiency of traditional TOC algorithm and several algorithms to determine the product mix so as to achieve maximum throughput. Further, author has discussed the advantages and disadvantages of latest and traditional algorithm and an improved algorithm; improved algorithm is much more efficient and can reach the optimum solution with noticeable speed. Author has also compared the improved algorithm and the integer linear programming (ILP) method with each other through the example. Aryanezhad et al.(2010) have discussed the principal belief of theory of constraints (TOC) is that there is at least one constraint in each system that limits the ability of achieving higher levels of performance relative to its target. As per author in the capacity–constrained resource (CCR), increase in utilization of the constraint leads to increase in output of the system, but increasing the output of non-constrained resource (NC) at 100% of its capacity does not increase the output. Due to this few of the resources are not fully utilized. Author has used the left capacity of a non constraint resource to elevate the system’s constraint. It has been assumed that the capacity-constrained resource (CCR) is a continuous time Markov process having a two-dimensional state space. The work in the NC can be stopped, allowing a worker in the NC to switch to CCR. The switch from NC to CCR would happen when the queue of waiting parts in the CCR becomes ‘too long’ and vice versa, when there are few parts in the CCR. Returning to the NC from the CCR may require some ‘re-orientation time’ on the part of the switched worker. The purpose is to find the maximum output of CCR subject to the time-average number of workers in the NC must be greater than a pre-specified value. Atwater and Chakravorty (1995) have studied quality improvement program of more than 70% of all medium to large size companies. Based on Independent studies by Arthur D. Little, Ernst & Young, and others, researchers have concluded that only about one-fifth of all QI programs achieve tangible results. He founded the reason for disappointing results is that many quality improvement efforts are not results-oriented. Balakrishnan and Cheng (2005) while discussing TOC has illustrated the review and update of the Gardiner and Blackstone methodology based on spreadsheet LP that provides improved solutions in complex environments with multiple products and bottleneck situations. The make-or-buy decision has traditionally been made using standard cost accounting methods. Gardiner and Blackstone (1991) have made an emphasized for incorporating the bottleneck capacity into the decision. But their method did not guarantee the best solution for the …show more content…
He has mentioned six Meta frameworks of organization, sequences, mind, development, gender, and culture. These six Meta frameworks assist constraint identification. Author has suggested the combination of the levels and Meta frameworks creating a web of constraints, the complexity of which determines how difficult it will be to solve a given problem and has inferred that theory of constraint offers an integrative and pragmatic approach to therapy while simultaneously giving respect to the complexity of human systems.
Jones and Dugdale (1998) have made comparison of TOC with other management ‘philosophies’, and evaluated the treatment of measurement, behavior and goals in organizations and assessed TOC’s promised performance in delivering the transformation in UK manufacturing. However the result depends on whether a ‘paradigmatic’ or ‘pragmatic’ mode of change is
1b. Training, Education, learning and Growth
2. Project prioritization, selection, reviews and tracking.
3. Linking Six Sigma to business strategy
4a. Linking Six Sigma to customers,
4b.Organizational infrastructure and
4c. Cultural change
5. Liking Six Sigma to suppliers
6. Understanding of Six Sigma methodology, tools, and techniques
7. Four success factors are directly related to Human Resource Management and if we combine their frequencies it will be 7th top success factor.
These success factors are:
i) Human resource practices ii) Reward and recognition system iii) Use of top talent iv) Workforce managements
2.4 Theory of Constraints
The application of Theory of Constraints required the identification of a bottleneck constraint in the manufacturing process which has limited the through-put and thus negatively affected productivity and efficiency of the plant (Pegels and Watrous, 2005). Aryanezhad and Komijan (2004) have discussed efficiency of traditional TOC algorithm and several algorithms to determine the product mix so as to achieve maximum throughput. Further, author has discussed the advantages and disadvantages of latest and traditional algorithm and an improved algorithm; improved algorithm is much more efficient and can reach the optimum solution with noticeable speed. Author has also compared the improved algorithm and the integer linear programming (ILP) method with each other through the example. Aryanezhad et al.(2010) have discussed the principal belief of theory of constraints (TOC) is that there is at least one constraint in each system that limits the ability of achieving higher levels of performance relative to its target. As per author in the capacity–constrained resource (CCR), increase in utilization of the constraint leads to increase in output of the system, but increasing the output of non-constrained resource (NC) at 100% of its capacity does not increase the output. Due to this few of the resources are not fully utilized. Author has used the left capacity of a non constraint resource to elevate the system’s constraint. It has been assumed that the capacity-constrained resource (CCR) is a continuous time Markov process having a two-dimensional state space. The work in the NC can be stopped, allowing a worker in the NC to switch to CCR. The switch from NC to CCR would happen when the queue of waiting parts in the CCR becomes ‘too long’ and vice versa, when there are few parts in the CCR. Returning to the NC from the CCR may require some ‘re-orientation time’ on the part of the switched worker. The purpose is to find the maximum output of CCR subject to the time-average number of workers in the NC must be greater than a pre-specified value. Atwater and Chakravorty (1995) have studied quality improvement program of more than 70% of all medium to large size companies. Based on Independent studies by Arthur D. Little, Ernst & Young, and others, researchers have concluded that only about one-fifth of all QI programs achieve tangible results. He founded the reason for disappointing results is that many quality improvement efforts are not results-oriented. Balakrishnan and Cheng (2005) while discussing TOC has illustrated the review and update of the Gardiner and Blackstone methodology based on spreadsheet LP that provides improved solutions in complex environments with multiple products and bottleneck situations. The make-or-buy decision has traditionally been made using standard cost accounting methods. Gardiner and Blackstone (1991) have made an emphasized for incorporating the bottleneck capacity into the decision. But their method did not guarantee the best solution for the …show more content…
He has mentioned six Meta frameworks of organization, sequences, mind, development, gender, and culture. These six Meta frameworks assist constraint identification. Author has suggested the combination of the levels and Meta frameworks creating a web of constraints, the complexity of which determines how difficult it will be to solve a given problem and has inferred that theory of constraint offers an integrative and pragmatic approach to therapy while simultaneously giving respect to the complexity of human systems.
Jones and Dugdale (1998) have made comparison of TOC with other management ‘philosophies’, and evaluated the treatment of measurement, behavior and goals in organizations and assessed TOC’s promised performance in delivering the transformation in UK manufacturing. However the result depends on whether a ‘paradigmatic’ or ‘pragmatic’ mode of change is