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Product details
File Size: 1339 KB
Print Length: 322 pages
Page Numbers Source ISBN: 1439158932
Publisher: Free Press; Reprint edition (December 8, 2009)
Publication Date: December 29, 2009
Sold by: Simon and Schuster Digital Sales Inc
Language: English
ASIN: B00304XCQM
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Velocity is similar to the goal as they write about Theory of Constraints, but become more contemporary by combining lean and six sigma. Albeit, the book is mostly about Theory of Constraints as I don't recommend buying this if you just want to learn about six sigma techniques.The story was a touch dry, but I still found it interested and wanted to see what the ultimate solution would be for the company Hi-T. The main character Amy is likeable and you end up rooting for her. They of course introduce another character similar to Jonah from The Goal who provides clear thought (in this book Tom Dawson). The other managers are split on how they want to fix the problems and embracing the change that is needed.The book takes you through at a high level some of these disciplines:Lean - Creating value for customers by way of products and services with minimum waste at optimal speed in perfect balance with market demand.Six Sigma - Identifying and eliminating defects, errors, and anything quantifiable that is unwanted by customers.Value Stream - Laying out the stages of a process or a project. Diagramming the flow and the various branches of input.Takt Time - Time available to work divided by demand - the time available to make the product divided by the units needed.Theory of Constraints - Holds that every system - business system or manufacturing system - is made up of resources that each have varying limits. Performance of the total system is constrained by whatever resource is most limited or the bottleneck of the system.While other concepts are discussed in various detail the book explains throughput well. This is the rate at which inventory is converted into completed sales, or cash. This is the language every company knows and needs to understand. This concept can be translated to service or manufacturing (and retail even).Overall, I enjoyed reading about how this company fixed the problems they were having and embraced (reluctantly to start) some new ideas and some changes to how they have worked for years. Good read with a lot of takeaways about lead, six sigma and Theory of Constraints.
Velocity is a must read for anyone practicing Lean Six Sigma. As a newly trained Lean Six Sigma Black Belt, I have been very excited about my new found knowledge, only to find that many people from various organizations are less than thrilled with the Lean Six Sigma approach. After reading this book, I now understand what it is that has caused so many problems for companies which endorse these tools, and how these tools are misused.Rather than attack Lean Six Sigma, the authors instead have written a novel about the implementation of these tools into a business, speaking about the positive and the negative during the growth process. What the book makes clear is that it is not Lean Six Sigma that causes the problem, rather the attempt of a company to create a culture in which Lean Six Sigma is used in every corner of a business, essentially creating islands of excellence within various workgroups. Through reading, we understand that removing waste and variation within different areas of a company does not necessarily affect throughput in a positive way; we must concentrate our efforts where they are most needed, not arbitrarily to every facet of an organization.Velocity makes it clear that a perfectly balanced system is not only rare, but also not necessarily in the best interest of throughput. Velocity teaches us the importance of having a constraint within a system, rather than the accepted idea of removing constraints. It also teaches us how to optimize the constraint while still maintaining it, to achieve the best possible flow through the process.
The book follows "It's Not Luck" and others, is a "spin-off" if you will of the Eliyahu Goldratt ground-breaking book, "The Goal."While the book follows the same business novel format as its predecessors, it gets lost in the personal/love story in a way that is far more distracting and contrived. The main message is still there, it's just entwined in a soap-opera tale, more so than the Goldratt books.The combination of Lean, Six Sigma, and Theory of Constraints is not as clearly and convincingly depicted as TOC was in "The Goal," or "It's Not Luck." In the end, it almost seemed as if one or two systems would have been better to try to use all three simultaneously. While a little imagination could apply the other two books to nearly any industry, "Velocity" clearly belongs primarily to manufacturing and related fields.
Velocity is, in my mind, the best new business novel since The Goal. Being an author of a book that integrates Lean, Six Sigma and the Theory of Constraints, I have to say that the writing style that Velocity brings is not only enjoyable, but very impactful! Anyone that has attempted the concepts presented in Velocity can relate to the message within this book. Even at the risk of reducing the sales of my own book, I would highly recommend that the leadership of every company make this book a "must read" for their team. Well done Jacob, Bergland and Cox!Bob SproullAuthor of The Ultimate Improvement Cycle - Maximizing Profits Through the Integration of Lean, Six Sigma and the Theory of Constraints
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