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Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance - A Business Novel (英語) ハードカバー – 2009/12/29

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内容紹介

Millions of readers remember The Goal, the landmark business novel that sets forth by way of story the essential principles of Eliyahu Goldratt's innovative methods of production. Now, from the AGI-Goldratt Institute and Jeff Cox, the same creative writer who co-authored The Goal, comes VELOCITY, the book that reveals how to achieve outstanding bottom-line results by integrating the world's three most powerful continuous improvement disciplines: Lean, Six Sigma, and Goldratt's Theory of Constraints.

Used by the United States Navy and United States Marine Corps to dramatically improve some of the most complex, logistically vast supply chains in the world, the VELOCITY APPROACH draws on the strengths of all three disciplines to deliver breakthrough performance gains. In physics, speed with direction is velocity; in business, the application of VELOCITY means your organization can achieve operational speed with strategic direction to outmaneuver competitors, gain loyalty with customers, and rapidly build sustainable earnings growth -- in as little as one or two business quarters.

Dee Jacob and Suzan Bergland, two princi-pals of AGI, have been teaching the concepts, techniques, and tools of VELOCITY to major corporations, including Procter & Gamble, ITT, and Northrop Grumman, for years. Now they unlock the door for you to see how to apply their insights and methods to your organization -- be it business, not-for-profit, manufacturing, or service based -- in order to shorten lead times, slash inventories, reduce production variability, and increase sales.

Writer Jeff Cox returns with the vivid, realistic style that made The Goal so readable yet so edifying. Thrust into the presidency of the subsidiary company where she has managed sales and marketing, Amy Cieolara is mandated by her corporate superiors to implement Lean Six Sigma (LSS) in order to appease a key customer. Assigned to help her is LSS Master Black Belt Wayne Reese, installed as her operations manager. But as time goes on and corporate pressure mounts, Amy finds she has to start thinking for herself -- and learning from everyone around her -- and she arrives at the series of steps that form the core of the VELOCITY APPROACH.

VELOCITY offers keen insight into the human and organizational factors that so often derail growth while teaching you proven, practical techniques for restarting and revving up the internal engines of your company to reach new levels of success. Colorful characters, believable situations, and everything from dice games to AGI's "reality tree" techniques make this business novel a vital resource for everyone seeking to deliver business improvement in these challenging economic times -- and far into the future.

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"AGI's VELOCITY APPROACH enabled us to get control over the uncertainties of our repair and remanufacturing business, leading to significant improvements in our overall performance. The changes we made to the way we manage our business positioned us to not only survive but to thrive in what could be called the worst recession since the Great Depression." -- Carl Coslow, President, Republic Industries International

"As we transformed the entire Naval Aviation logistics system, our leadership team decided that 'AIRSpeed,' our continuous process improvement program, would combine best business practices -- Lean, Six Sigma, and Theory of Constraints. This strategy not only enabled Naval Aviation to reduce turnaround times 40 percent and work in process nearly 50 percent in areas applied, but enhanced the quality of life of our sailors and marines." -- VADM Walter B. Massenburg, USN (Ret.), former Commander, Naval Air Systems Command; Architect and Chief Operating Officer of Naval Aviation Enterprise

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登録情報

  • ハードカバー: 320ページ
  • 出版社: Free Press (2009/12/29)
  • 言語: 英語
  • ISBN-10: 1439158924
  • ISBN-13: 978-1439158920
  • 発売日: 2009/12/29
  • 商品パッケージの寸法: 15.2 x 2.5 x 22.9 cm
  • おすすめ度: 5つ星のうち 4.0 1 件のカスタマーレビュー
  • Amazon 売れ筋ランキング: 洋書 - 370,134位 (洋書の売れ筋ランキングを見る)
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形式: ハードカバー
リーン生産およびシックスシグマと制約理論(TOC)の共存共栄が可能であると解説する小説です。そのため、TOCの即効性をさほど強調せず、時間を掛けてリーン生産およびシックスシグマの価値も実感するという現実的な内容になっている。“Velocity”という題名は、スループット(Throughput)という考え方からTOC色を薄めたものと考えて良いでしょう。
M&Aを扱った多くのマネーゲーム本では、経営トップ層やファンド等金融機関の関係者しか出て来ませんが、本書ではそれより一階層下の中間管理職層の対応に光を当てています。したがって、TOC等の実践ノウハウを学ぶための本ではありません。
小説仕立てということもあり、読者を楽しませるよう様々なテーマが盛り込まれています。例えば、M&A、再建請負人、成果報酬、先住民(従業員)と進駐軍(天下り組)との軋轢、リーン・6σ・TOC等複数の改善運動の擦り合せ、過去に作られたルールに盲目的に従うことの弊害、生・販・開発の連携、子育て、介護、恋愛、女性の社会的進出と突然の転身など。
小説なので、終わり方に注文を付けるのはお門違いかもしれないが、小生的には不満足である。もっとも、本書の方が現実的かもしれない。
コメント 1人のお客様がこれが役に立ったと考えています. このレビューは参考になりましたか? はい いいえ 評価を送る...
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Amazon.com で最も参考になったカスタマーレビュー (beta)

Amazon.com: 5つ星のうち HASH(0x911d4858) 53 件のカスタマーレビュー
17 人中、17人の方が、「このレビューが参考になった」と投票しています。
5つ星のうち HASH(0x901c4408) Fixing Godzilla 2011/3/1
投稿者 K. Newcomer - (Amazon.com)
Amazonで購入
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.
16 人中、14人の方が、「このレビューが参考になった」と投票しています。
5つ星のうち HASH(0x901c4630) TOC, Lean, 6 Sigma. There is no need to choose one over the others! 2009/12/29
投稿者 HD - (Amazon.com)
形式: ハードカバー Amazonで購入
As a university professor I want students to recognize what is being practiced in industry to learn how to improve. Many of the students have had internships where TOC, Lean, or 6 Sigma are used but never all 3.
Velocity will help people get past the assumption that you have to choose between TOC and Lean and 6 Sigma improvement methodologies. It shows a clear way of integrating them for improved bottom line results. Therefore, I am going to require this business novel as part of the logistics course that I teach.
I recommend this book to anyone interested in business management at any level of an organization.
11 人中、10人の方が、「このレビューが参考になった」と投票しています。
5つ星のうち HASH(0x901c4900) Close enough for Rock & Roll 2010/7/5
投稿者 Jeff 'SKI' Kinsey - (Amazon.com)
形式: ハードカバー Amazonで購入
This is an entertaining book, as are most of the TOC business novels. I was pleased to see Jeff Cox return to the scene (so to speak). BTW, Dee was my instructor at AGI in 1998 for Project Management (where I met Dr. Meeks -- Hi Howard!), and I know her to be an exceptional educator. Susan I have met briefly at various times at TOC events and know her to be passionate about the subject.

So, I was pleased to learn of this effort. I read it in about six hours on my iPod touch (Kindle app) within a span of 24 hours. So, when I say it was a page turner, trust me! One con: all kindle books should sell for $9.99 or less IMNSHO, so if I did not have a free gift card, I would not have bought it yet. Also, the diagrams are not readable on the iPhone/iTouch.

If you are excited about TOC, then this is a must own title. As one reviewer pointed out (Vishal), it really lacks any depth for Six Sigma folks. It offers a lot more for the Lean (TPS) crowd. Which describes me, so I might like it better than the slide rule crowd. Would I give this book to a Lean practitioner? Yes. As a conversation starter. It won't do your job of convincing Lean folks to take you seriously, but you should not expect it to. I love how Dr Lisa promotes the opening of a Mafia Offer, in that you should ask the prospect if this data is relevant to the challenges they are facing (paraphrased, of course).

Same for this book. Ask your Lean friends to look it over, and ask them where they agree and where they disagree. This might be the key to getting them to read "The Goal" if they haven't already. Or "Critical Chain." Or, for those in Supply Chain roles, "Necessary But Not Sufficient" (NBNS). Or "Purple Curve Effect" for folks trying to make a difference "right where they are!" But I digress...

One final negative branch, again, as others have suggested, the Thinking Processes as documented are a little weak. As I have moved on to Dettmer's 3rd Generation (now called "The Logical Thinking Process" and the title of his best work yet, and a chapter in the new TOC Handbook), that is not an issue. When NBNS came out, Goldratt said he did not realize how many people would read it that had not read "The Goal" first, therefore, it caused some confusion. That a concern here too.

Bottom line: I like it. It adds value to the conversation. The authors deserve all the praise that gets sent their direction.
5 人中、5人の方が、「このレビューが参考になった」と投票しています。
5つ星のうち HASH(0x901c4918) The penny game 2010/9/4
投稿者 Brian - (Amazon.com)
形式: ハードカバー Amazonで購入
I'm a young project manager who has been lucky enough to set up a few production lines in my career. I loved this book! I only put it down once between starting to read and finishing it. Then I last stayed up all night, literally to 4am simulating the penny game on excel (much to my wife's dismay). Velocity has a lot of great tools and methods, but for me the greatest take-away from this book is not to fall into the trap of being a true believer of any system no matter how great it is or appears to be.

I love how Velecity set lean and six sigma as a tool kit to be used in certain circumstances. I only wish that TOC had been framed in the same sense.
4 人中、4人の方が、「このレビューが参考になった」と投票しています。
投稿者 gacleader1 - (Amazon.com)
Amazonで購入
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.
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