International Journal for Quality Research 9(3) 481–494 ISSN 1800-6450

Artemy Varshapetian1 Elena Semenova ASPECTS OF INTEGRATION MANAGEMENT METHODS

Article info: Abstract: For manufacturing companies to succeed in today's Received 11.05.2015 unstable economic environment, it is necessary to restructure Accepted 23.07.2015 the main components of its activities: designing innovative product, production using modern reconfigurable UDC – 332.05 manufacturing systems, a business model that takes into

account the global strategy and management methods using modern management models and tools. The first three components are discussed in numerous publications, for example,(Koren, 2010) and is therefore not considered in the article. A large number of publications devoted to the methods and tools of production management, for example (Halevi, 2007). On the basis of what was said in the article discusses the possibility of the integration of only three methods have received in recent years, the most widely used, namely: method - SS (George et al., 2005) and supplements its- for six sigmа –DFSS (Taguchi, 2003); Lean production transformed with the development to the “Lean management” and further to the “Lean thinking” – Lean (Hirano et al., 2006); , developed E.Goldratt – TOC (Dettmer, 2001). The article investigates some aspects of this integration: applications in diverse fields, positive features, changes in management structure, etc. Keywords: quality, lifecycle quality, operation quality

1. Introduction1 For example, if the situational management is hardly applicable Gantt chart, since the Currently, there are a large number of behavior of the system depends on the vehicles (methods, techniques, tools) project random situation, the appearance of which management of various natures, ranging has been not scheduled in the diagram from production to social programs. Due to The article discusses the use of management the fact, that in today's rapidly changing and practices in relation to production problems. stochastics world are increasingly used After analyzing a large number of methods of situational control, some tools publications devoted to the problems of have lost their relevance and are not used. management, all of the methods and tools of management can be divided into the 1 Corresponding author: Artemy Varshapetian following groups: email: [email protected]  Technological solutions that require the use of information technology,

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 Traditional methods of organization proposed SS program focuses on improving and management of production all the operations included in the process. processes, This allows you to get a much faster and  New methods of management, more effective results. taking into account the peculiarities of modern production. Table 1. A comparison of conventional mass Below we consider some of the most used production and SS methods that belong to the third group of Denomination The traditional SS conventional classification. These methods approach will include: - Six Sigma / Design for Six Indicator Failure rate σ Sigma- SS/DFSS; Lean production -LEAN Data Discrete data Discrete + continuous and Theory of Constraints- TOC. This data choice is understandable, since in recent Target Production Customer years increasingly used integrated version of requirements Satisfaction these methods. Limit Specified Reducing the Recently released standard (ISO/IEC 13053, tolerances variation 2011), which is the first in a series of Method Experience + Experience + documents on quantitative methods in Skills skills + process improvement. The appearance of statistics Action From start to From back to this standard should certainly play a finish front positive role and benefit management Application The All stages of practices. production the life cycle process 2. A brief description of methods Introducing SS, the company has just over 2.1. Six Sigma and Design for Six Sigma four years has saved $ 2.2 billion. In 1988, Motorola won a national award in the USA History of SS began in 1979 in Motorola quality. Largely due to the application of the (USA), after realizing the senior concept of Six Sigma company managed to management of low quality products regain the lead in the market of company. As a result, the company's communication in the United States, management began work came to the displacing Japanese competitors. paradoxical conclusion, that the production In the development of the concept of Six of high quality products cheaper than Sigma famous cycle Shewhart - Deming Medium. transformed into a cycle MAIC: Measure ; Motorola while spending 5 to 10% of their Analyze; Improve; Control. In the mid-90s income just to correct the low quality added Define- stage led to the emergence of products. So Motorola launched its a common sequence of steps DMAIC. campaign for quality improvement. At the Further consideration of the development of same time there was a work to reduce ideas SS hardly appropriate in this article, production time and costs on him. As a since there are a large number of result, found an association between higher publications to which the reader is referred, quality and lower costs, which led to the for example (George et al., 2005; Zutshi and development of the concept SS (Table 1). Sohal, 2005; Yang and El-Haik, 2009 ). What is the difference between the previous Design for Six Sigma -DFSS originated in approach and a new concept. Before the late 90s and jointly BMG (Breakthrow emphasis on improving individual Group) and ASI (American not related to each other processes. Motorola Supplier Institute) starts to move in the same

482 A. Varshapetian, E. Semenova side of decision-making, as traditional SS . authors (Antohina et al., 2013), considered Pioneers in the creation of the method were DFSS algorithm and examples of using this Shin Taguchi (son of the famous author of method in practice. DFSS helps to improve the method of robust design Taguchi) and the design process, making it faster, cheaper David Silverstein (Taguchi, 2003). Among and more effective. All this leads to the the recent publications should be noted realization that DFSS becomes necessary, monograph (Yang and El-Haik, 2009), and subsequently required for use in various entirely devoted to the ideas of DFSS and spheres of human activity. On Figure 1 methods for effectively implement them, in formalized presentation on the role of SS and particular the and DFSS at different stages of the life cycle is modernized ideas of TRIZ. In the book the given.

Figure 1. Typical life history of a complex product

Solving problems DFSS is to implement four  III - Optimization of development consecutive stages techniques ICOV (Yang (Optimize), and El-Haik, 2009):  IV - Verification of development  I - Determine requirements (Verify). (Identify), The sequence of these steps and tools they  II - Creation of development used is shown in Figure 2. (Characterize),

Figure 2. The sequence of steps ICOV

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Comparison of methods of DMAIC and world began to realize that Toyota has the ICOV given in Table 2. perfect weapon - an ideal method of workflow. But instead of storing it in the Table 2. DMAIC and ICOV comparations strictest confidence by competitors, the DFSS- ICOV SS - DMAIC Japanese began to promote TPS, providing Used to develop or Used to correct and consulting services to everyone. Toyota's modify the process improve existing output to the US market aroused great from scratch processes interest among specialists. To study the Stages / phases can Stages / phases are phenomenon of Toyota, which came out in vary considerably, clearly defined and the US market in the 80s of the last century, depending on the widely accepted inexorably pulling away more and more company, consultant market share from the major manufacturers or training group was developed some teams. In chapter one A number of methods A common selected based on the methodology, with of them - the research group «International needs of the minor deviations or Motor Vehicle Program» stood D. Womack, enterprise or industry absence of (Womack et al., 1990). The concept of abnormalities ―Lean production- Lean" was first used in 1985 by a member of one of the research Based on Figure 1 and Table 2, the following groups John Krafchik. conclusions colud be drow: Lean initially used in industries with discrete • Traditional Six Sigma is easy to manufacturing, especially in the automotive replicate from one company to industry. Then the concept has been adapted another with little or no to the conditions of the process of customization at the beginning; production. Later, the idea began to lean in • DFSS is different. There is much the trade, services, utilities, health care, greater degree of customization education, the armed forces and the public required based on the specifics of administration sector. The basic principles the industry, the company, and the Lean formulated T.Ono and formed the basis design itself; of all the activities of enterprises Toyota • DFSS focuses on the phase of the ( no, 2007) All of the ideas and techniques study, design and development of TPS/ Lean are described in detail in new products and processes in numerous publications, such as (Ozeki, accordance with the basic principles 2012; Hirano et al., 2006; Mann, 2005; of Six Sigma, while SS focuses on George, 2002.). the production phase. Figuratively The essence of lean manufacturing is a speaking, the DFSS approach aims process that involves five steps: to "make a new process," while the 1. To determine the value of a DMAIC approach aims to "fix" the particular product. old process. 2. Identify the value stream for this product. 2.2. Lean management 3. To ensure the continuous flow of the value stream product. TPS began in 1956 after visiting Soichiro 4. Allow the user to pull the product. Toyoda (grandson of the founder industrial 5. Strive for excellence. empire Toyoda) and Taichi Ohno factories Ford in the United States. By the mid-60s the The value, in the view of the manufacturer, new production system was implemented at are influenced by various types of losses - all factories and offices of Toyota, and by muda in Japanese. the mid-70s even from parts suppliers. The

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It identified seven types of losses: 2.3. Theory of Constraints • losses due to overproduction; • loss of time due to expectations; Theory of Constraints, (TOC) a popular • losses in unnecessary concept of management, developed in the transportation; 1980s, Eliyahu Goldrattю Name it received • losses due to the extra processing in 1984, when it was introduced by E. steps; Goldratt. The basis of the theory is to find • losses due to excess inventory; and manage key constraint system, which • losses due to unnecessary determines the success and efficiency of the movements; whole system. In this case, it is postulated • losses due to the release of that making efforts over the management of defective products. a very small number of aspects of the Tayota experience shows that the process of system, an effect much greater than the improvement is endless: it is always possible result of simultaneous action on all or most to slightly reduce the time of production, the of the problem areas of the system number of defective parts, production costs, immediately. Constraint in TOC are the main etc.; and ever closer to what consumers factor which provides a starting point from really need. LIN ideas spread widely in the which the system can grow and improve world and the companies that are adopting their performance. Figure 3 illustrates the them at a profit and get real increase brand. root problem of TOC.

Figure 3. The root problem TOC

Consider the possible types of constraints as well as the ability of winning new (Cohen and Fedurko, 2012; Inman et al., 2009; business; Gupta and Boyd, 2008; Dettmer, 2001): • Behavioral constraints can’t be • Capacity Constraint - a resource measured. It is evident when a which cannot provide timely comparison of cultures of different capacity the systems demands for it; companies or nations; • Market Constraint - the amount of • External constraints. These include customers orders is not sufficient to market factors (intense competition, sustain the required growth of the capacity), the impact of the political system; situation on the purchasing power • Time Constraint - The response of the population, etc. time of the system to the Today the concept of ISO 9000 is requirement of the market is too aimed at the process of continuous long to the extent that it jeopardizes improvement. Ideas TOC absolutely the system's ability to meet its do not contradict this trend. current commitment to its customers

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In the process of implementing TOC years used to analyze systems. TOC has searches for answers to four questions, the added a fourth question and the direction of first three - are traditional issues for many the responses to all four questions (Table 3).

Table 3. TOC question and the direction of the responses to all questions Steps Questions Actions Problem WHAT to change? Pinpoint the core problem Solution WHAT to change TO? Construct simple practical solutions Implementation HOW to cause the change? Induce the proper people to make the change (to invent such solutions) POOGI What creates the Process Of Institute a process that facilitates continuous OnGoing Improvement? improvement SS+Lean+TOC

Managers need a systematic approach to interesting seems to us a tool called the develop plans for the pursuit of a significant author ―U-shape‖ and allows to solve all improvement of their systems. In doing so, questions TOC. of this tool is they can help the ideas expressed by Cohen given in Figure 4. (Cohen and Fedurko, 2012) The most

Figure 4. U-shape

A few words should be said about the answer to the question: "Why this time concept of PIVOT (pivot-point of support, change will give the expected result?" rod). PIVOT is a key element in U-shape is developed for the implementation understanding the structure and U-shape. of decisions aimed at improving the PIVOT - a central point. He explains the performance of the TOC. U-shape has a essence of the new solution, which will be universal character. It is suitable to solve the the basis for creating the desired reality. problems for the entire system, as well as for PIVOT serves as a bridge between the individual parts. It helps in the design, both present and the future. The leading element the solutions, and the details of of the existing reality is a wrong decision. In implementation. Since the U-shape fact, the future will be another solution, more technique is new, it is natural to correct to accurate for the organization. PIVOT is an view it on the books of the author.

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To implement the action TОС developed limitation permanently, as it sets the rhythm following 5 steps of the algorithm. of the whole system. Step 1: Find the system's constraint. Which Step 4: Remove the constraint . If steps 2 and element of the system contains the weakest 3 is not enough to eliminate the constraint s, link? It has a physical or organizational the need for more drastic measures. Only at nature? this stage it is possible to realize the idea of Step 2. Loosen the impact of constraints on large-scale changes to the existing system, the system. Goldratt has in mind, it is such as reorganization, redistribution of necessary to maximize the use of bandwidth powers, capital increase, etc. After management, which is currently restricted improving the problematic parameter need to system. think about whether it is possible to improve the process more. Step 3: Focus all efforts on limiting system. When the constraint is found (step 1) and Step 5. Return to the first step, bearing in decided that to do with it (step 2), set up the mind the inertia of thinking. entire system so that the limiting element is If in step 3 or 4 constraint is removed, go working at maximum efficiency. Then back to step 1 and start the cycle all over analyzed the results of actions: a) whether again. the delay constraint is still the whole system? Concluding this section, authors have If not, proceed to step 5. If so, it means that compared considered methods, comparison the constraint still exists, go to step 4. It is results are presented in Table 4. necessary to monitor the behavior of

Table 4. Program comparation results Program Six Sigma Lean Theory of constraints Theory Reduce variation Remove waste Manage constraints Application Define Identify value Identify constraints guidelines Measure Identify value stream Exploit constraints Analyze Flow Subordinate processes Improve Pull Elevate constraints Control Perfection Repeat cycle Focus Promblem focused Flow focused System cjnstraints Assump tions A problem exists. Waste removal will improve Emphasis on speed and Figures and numbers business performance. volume. are valued Many small improvements are Uses existing systems. System output improves if better than systems analysis. Process variation in all processes is interdependence. reduced. Primary Uniform process output Reduced flow time Fast throughput effect Secondary Less waste. Less variation iniform output. Less inventory/waste. effects Fast throughput Fewer inventories. Throughput cost Fewer inventories New accounting system. accounting. Fluctuation—performance Flow—performance measure for Throughput— measures for managers. managers. performance Improved quality Improved quality. measurement system. Improved quality.

Criticism System interaction not Statistical or system analysis not Minimal worker input. considered valued Data analysis not Processes improved valued. independently

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3. Integration of the methods LEAN has other success factors. There was discussed above first proclaimed by the idea of creating value, which includes the quality, cost and 3.1. Integration of SS / DFSS and LEAN time to market. LEAN offers a fundamentally new approaches to the From the description given above it is clear management culture and set of tools to lower that SS / DFSS provides answers to the the cost and accelerate (Montgomery, 2010). question "How to organize activities?", and Table 5 shows a comparison of the capacity LEAN to the question "What should I do?" of both methods taking into account the Each of the methods optimally solves only a basic controls and in the column SS+ LEAN certain range of tasks. And after many years result of their integration. of research conducted at MIT under the "Cars" it became clear that each method has Table 5. SS+ and LEAN result of integration Basic functions SS LEAN SS+LEAN drawbacks and only their integration provides a synergistic effect. Already in Management   Commitment 2001, George Michael - President of the   consulting firm for over 15 years engaged in Allocation of resources the project for SS and LEAN, published his Responsibility,   authority, training famous book (George, 2002). Graduation specialists   LEAN + SS successfully combines the best (BB,GB,EB) achievements of Japanese and western Definition, selection,    execution of projects schools of management, allows more Short-term projects to   efficient to reduce lead times and improve improve quality. Having passed approbation in Metrics and Monitoring   enterprises both production and non- Using the principle of   production areas, LEAN + SS gained DMAIC versatility and became one of the most Statistical methods   popular destinations in the quality FMEA Identification and   management. elimination of waste In SS success factors distinguish among the most significant - high degree of The table shows that the integrated system organization, which is expressed as follows: LEAN + SS has virtually no drawbacks. • All activities are conducted within Combining methods of "lean management" the framework of projects, each of and "Six Sigma" is necessary because: which has a set of objectives, • Lean can’t achieve statistical timelines, budget, responsibilities control of processes; and powers, the requirements for • Six Sigma alone can’t significantly risk identification, record keeping, reduce the rate of process or reduce etc..; the need for investment capital. • requirements for the knowledge and The combination of Lean and Six Sigma, if it skills of staff involved in the project is applied to high-value projects and are clearly defined and classified maintains the proper infrastructure, can lead into categories ("black belt", "green to surprising results, as is the most powerful belt", and so on.); available today engines of sustainable • progress of each project is regularly shareholder value creation. monitored by the established system According to a study MIT (Massachusetts of measurable indicators - Institute of Technology) for 40 companies "metrics". using LIN +SS, listed below are typical

488 A. Varshapetian, E. Semenova improvement: definition understand anything, but not the • operational improvements; integration of management practices. • reducing lead times by 70%; Brazilian specialist Reza M. Piratesh called • increasing productivity by 50%; this method iTLS (Reza and Kimberly, • WIP inventory reduction by 80%; 2009). Because, to date, this option is • improving the quality of 80%; integration methods have not received legal • reduction of the area occupied by title will call it TLS. 75%. Does this mean that implementing TLS Improving the administrative system: should forget about the ideas of TQM (Total • reducing the number of errors in the Quality Management) - and the concept of processing of orders; ISO 9000? Already in the 90s E. Goldratt in • optimization to help clients; one of his articles criticized the approach of • reducing staffing requirements, the "either - or" and offered to move in the same number of workers to perform direction of "together". Many organizations more work, etc. have adopted this position and TOC added to Strategic advantages: an existing system TQM. TQM and TLS are • Reduced lead time, reduction of promoting continuous improvement in the various types of costs and production flow. Several articles are improving quality permit to acquire convincing arguments about the consistency a significant advantage over of the ideas of TQM and TOC (Jin et al., competitors; 2009; Sproull, 2009; Srinivasan et al., 2004). • Principles of LEAN + SS The most compelling arguments in favor of applicability and effectiveness for matching the concepts brought by Goldratt all industries. They get results and in one of his last articles (Goldratt, 2009). on the shop floor and in the office He has defined four basic concepts of flow and in the warehouse, because they control: optimize the organization of any 1. Improving flow (or - equivalently - work at all. reducing cycle time) - is the primary task of operational Several major factors affecting the success management. of the implementation of the LEAN +SS: 2. This primary objective should be • the interest of management; transformed into a practical • allocation of resources; mechanism to indicate the • experience of successful projects. production, there is no need to

produce (prevents overproduction). 3.2. Integration of SS / DFSS and LEAN 3. Indicators of local effectiveness

should be canceled. Despite the obvious advantages of the 4. Develop and implement a focusing integration of LIN + SS / DFSS when there process of balancing the flow. are different kinds of production constraints, then balanced on the principles of lean In an interesting article (Ehie and Sheu, processes are not effective. Pay attention to 2005) provides a detailed analysis of these this, and experts have begun to address the concepts and concludes that the consistency ideas of attraction theory of constraints, So of TOC and Lean Approximate TLS in the book (Jacob et al., 2010) the algorithm is as follows: integration of TOC + SS + LEAN are 1. The work begins with the considered and this combination called application of management VELOCITY. True, this term is not found principles TOC, described above. distribution, so the Internet under this After defining the problem at the system , the project team

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analyzes the problem and puts tasks 4. The practical results of the aimed at excluding or minimizing integration constraints. At this stage, must be determined and the possible loss It is clear that no methodological ideas and types are proposed for theoretical schemes can not be considered improvement. At the same time, do effective to check them in practice. the following; Therefore, we give some examples of 2. Determine the value; practical application of TLS. 3. Determine value stream; 4. Take action to the value stream was First example. Company National continuous; Semicoductor (Selicon Value), which 5. Allow pull value from the became in 2008 the Department of Texas manufacturer. These steps are Instrument Corporation faced a problem of widely used tools of LEAN; The increasing demand on the part of many main purpose of these steps is to consumers. At senior management level produce the desired amount of there is concern that each of the production product at the right time and its departments of companies do not use the delivery to the right place. To do best approach, and the leaders sought to find this, create a new thread. At this a solution and to establish appropriate stage, the input variables of the processes (Pirasteh and Calia, 2010). In process should work consistently order to respond to the dissatisfaction among and repeatedly with minimal its team leaders, the company hired variability, in order to achieve the consultants, who came to a unique best results in waste minimization, conclusion: Combine the best components of cancellation of marriage and TOC, lean and six sigma to form TLS. rework. This leads to the following The company consultants designed an process steps; experiment that would enable the business to 6. Strive for perfection; establish TLS as its foremost approach to 7. Introduce flexibility. At these stages continuous improvement. Data were of excellence should be applied collected for more than two years during the DMAIC or IDOV model. It allows trial, and the results were statistically employees to identify and isolate analyzed for significance among the the source of the deviation of the methodologies. The success of each process and systematically remove approach was determined by its aggregate or minimize these deviations. After contribution to verifiable financial savings as installing the optimal parameters of a result of process improvement projects. the process variables necessary to These savings were validated by the define the standard modes of organization’s plant controllers and senior operation and management management. The assignment of mechanisms, taken from LEAN and methodologies was as follows: SS/DFSS. • 11 plants applied six sigma 8. Develop procedures of verification • 4 plants applied lean and audit of process to investigate • 6 plants applied TLS productivity for a long time. If any The 211 team leaders in these 21 plants had deviations are observed during been trained in - and were using - one of the audit process, they have to become three methodologies. Over the more-than- a reason for creation of the two-year study, the plants completed 101 correcting and preventive plans of projects in all. These tasks were studied for action. accuracy in claimed improvements, savings,

490 A. Varshapetian, E. Semenova and approach. out 105 projects. Study would measure While the results from all projects were financial performance obtained when using documented, the plant personnel and the each of these methods. Statistical analysis trainers were unaware of the ongoing showed that the method of Lin and 6-Sigma comparative study, as the research was have yielded significant results in financial designed in a double-blind format to cut organizations in which they were applied. down on any potential biases. The results from the use of these techniques individually were about the same, increase The TLS process improvement methodology profits by 12-15%. delivered considerably higher cost savings to the company. Specifically, its application Five plants was integrated system TLS, it resulted in a contribution of 89 percent of the allowed successfully synchronize the total savings reported. Six sigma by itself production and use of existing production came in a distant second with a 7 percent capacity to ensure the stability of the contribution to company savings; followed process. TLS method optimally agreed on by a 4 percent from stand-alone lean the following methods: applications (Figure 5). Accuracy of figures • From ТОС focusing on a few key in article isn't discussed, entirely relying on a elements that restrict the activities correctness of authors. of the company as a whole, • From LEAN: removing faults in the production by detecting so-called "hidden factories". • From SS: reduce the possibility of unwanted variability of processes to ensure stability. After a year of use TLS at all plants were obtained similar results. In all cases, the use of TLS, performance index were Figure 5. Importance of a contribution of significantly increased for 3-4 months. each method Continued use of TLS in the next 3-4 months helped to stabilize production processes, Second example. Sample analyzes the along with the achievement of strategic activities of the group of Brazilian targets in production that was previously companies (Pacheco et al., 2014; Pacheco, thought impossible. New production figures 2014). One company that used the integrated were significantly superior to the previous, approach is Votorantim, which is the 4th with no investment in additional capacity. largest private Brazilian group and operates In this case study the TLS approach in several countries in various market successfully synchronized production with segments, such as mining, metal industries, the available capacity levels while providing cement, paper, steel, and fruit process stability. This approach was juices.Consider the experience of TLS on the smoothly implemented through involvement mining and metallurgical plants of this and participation of the organizations' people company. In the period from 2003 to 2005 and their powerful commitment for success. conducted extensive research in which analyzed for assessing the efficacy of the The case study is a summary of application enterprises use TLS, but on the part of of TLS in a number of Brazilian enterprises used alone LEAN and SS. After conglomerates includes mining plants, ore the experiment the results were compared. concentrating plants, and metallurgical production plants. In all cases studied, when For three years in the 21 plant was carried the TLS was applied, within 3 to 4 months

491 production throughputs significantly Despite the world popularity, practical use of increased. Continuing with the all considered methods demands a maturity implementation with additional 3 to 4 of management, a certain level of months the processes stabilized while preparation, experience. Introduction of achieving the desired strategic target popular methods and instruments of production levels. This was previously management at early stages of development perceived as impossible. of the organization is unpromising as as that The new performance levels are significantly "organization" finally wasn't created: there is exceeding previous production thresholds no harmonous structure, the debugged without adding and investing in additional control system, accurate distribution of capacity. Consequences were simply duties and powers. At each new stage of generation of more revenues, more profits development all organizations face a unique and higher ROI. set of calls and difficulties. The repeatability of results achieved with In the course of activity of the organization it iTLS implementations was consistent with is possible to allocate natural consecutive expectations. The following were some of stages: creation of the organization, infancy, the results achieved through implementation stage of rapid growth, youth, blossoming, of this approach in all plants: stabilization, aristocratism, bureaucratization • Production improved by 10% to and death. SS, LEAN, TOC, are directed on meet 100% customer requirement, improvement of already existing system without any additional capital (management, production) therefore their investments; application at initial stages of organizational • Profits increased by additional 5%; development won't provide desirable results. • Pay-back periods were only a few Only at the stage "stabilization" when a months at each plants and certain system of processes, when there is an sometimes less as low as 28 days; accurate distribution of functions, when • Process stability improved system approach is adjusted settled, exceeding the strategic target level competent use of the mentioned methods and expectations. tools can increase productivity of activity of the company. 5. Conclusions Therefore at making decision on what method to use, it is necessary to understand In article some aspects of integration of accurately the purpose of introduction and methods of SS/DFSS, LIN and TOS are desirable result. Likely, thus the help of considered. Synergetic application of skilled consulting firm and only will be integrated TOC, Lean and Six Sigma, TLS, required after that it is possible to make the provided a rapid and effective approach to decision, based on that is more useful and improve capacity and productivity for many more preferable for cjmpany, without enterprises and organizations in which forgetting thus obligatory following to the significantly improved the operations principles described above. profitability and meeting 100% customer commitments.

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Artemy Varshapetian Elena Semenova State University of State University of Aerospace Instrumentation, Aerospace Instrumentation, Russia Russia [email protected] [email protected]

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