Foreword, Preface, Acknowledgments, Authors, Chapter 1 The Meeting, Chapter 2 Preliminary Strategy Session, Chapter 3 Aviation Dynamics—The First Visit, Chapter 4 The Plant Tour, Chapter 5 Aviation Dynamics—Day 2, Chapter 6 The Hospital Visit, Chapter 7 Aviation Dynamics—The Strategy, Chapter 8 Becky Leaves the Hospital, Chapter 9 MRO Strategy—Day 1, Chapter 10 MRO Strategy—Day 2: Morning, Chapter 11 MRO Strategy—Day 2: Afternoon, Chapter 12 The Hospital—Preliminary Strategy, Chapter 13 Hospital Improvement Team, Chapter 14 Aviation Dynamics—The Return Visit, Chapter 15 MRO—Scheduling Discussion, Chapter 16 Hospital Executives, Chapter 17 Follow-Up Meeting—Hospital Executives, Chapter 18 MRO Scheduling Rollout, Chapter 19 MRO Review and Training, Chapter 20 Hospital Wait Times, Chapter 21 Emergency Room—Wait Time Reduction, Chapter 22 MRO—Unscheduled Maintenance Strategy, Chapter 23 The Finale
Bruce Nelson, Bob Sproull
"This book, Focus and Leverage, discusses the powerful results that
can be obtained when observing and analyzing a business from a
holistic, systemic point of view, and then explains how Lean-Six
Sigma initiatives are substantially improved with the system
focusing mechanism, provided by Theory of Constraints (TOC). ...
This book defines two very practical and robust applications that I
consider the most powerful planning tool available today: the
Interference Diagram (ID) combined with the Intermediate Objective
(IO) map, or the ID/IO simplified strategy concept. ... In the
book, Bruce Nelson and Bob Sproull use the business situation from
two seemingly different business environments, and yet illustrate
the commonality between the two. First is the situation from a
Maintenance, Repair and Overhaul (MRO) facility, and second is the
situation of a Hospital Emergency Room. Using this innovative
method they show how significant leaps in business performance can
be obtained in a very short period of time.
This book also introduces an interesting and innovative concept for
system planning and scheduling. It is a scheduling concept that the
authors refer to as M-DBR (Multiple-Drum-Buffer-Rope), which is a
valid refinement of the traditional DBR proposed by TOC."
—David Poveda, M.A.Sc., CDDP Instructor; Owner & Director, FLOWING
Consultoria
"Wow… what a great book and sequel to Epiphanized. A detailed,
step-by-step guide to problem solving in any industry, not only
covering the technical problems a company may face while running an
improvement project and the mechanics of improvement, but also
detailing the human and cultural changes a company will need to
address when undertaking the journey to improvement. I was there…
while reading the book, I felt as though you put me in the story
working side by side with Conner, Sam and Joe as they took Aviation
Dynamics and Saint Luke’s from near failure to success. I
especially liked seeing this book written from Conner's perspective
and seeing his genius come out in the story while guiding Sam, Joe
and their clients to succeed in their efforts. Bottom line is that
this is a great how-to book with a fantastic real life story
line."
—Mark Rader, Lean Six Sigma Master Blackbelt
"Some authors write revolutionary business management books that
question industry practices and propose a truly different new and
convincing approach. That is true of Bruce Nelson and Bob Sproull’s
books. Some books are so enticing that you are torn between
finishing the book and starting to apply the ideas it presents.
This is such a book. ... The authors are passionate and experienced
‘changers’ or ‘improvers.’ You will sense this throughout the
novel. ... I have been mixing Lean, TOC, and Six Sigma together for
more than 25 years. I know it works; it works well. Don’t just buy
this book … read it, think about it, adapt it to your context, and
try to apply at least some of it."
—Philip Marris, CEO Marris Consulting, Paris, France, Founder and
Administrator of the LinkedIn "TLS—TOC, Lean & Six Sigma" Group
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