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.
Cox (The Goal) and consultants Jacob and Bergland collaborate for this unholy marriage of business strategy and fiction. Amy Ceolara is distressed when it's announced that her company, Hi-T Components, is becoming a subsidiary of the competitive corporate monster Winner Inc. For the flimsiest of reasons, Amy is named interim president and is responsible for turning the flailing company around through a mix of three quality management and improvement programs: (1) "Six Sigma," which calls for reduction in variation and thus the elimination of errors and defects, (2) "Lean," which produces a reduction in waste and (3) the "Theory of Constraints," which claims that every system is made up of resources that each have varying limits, and the performance of the total system is constrained by whatever resource is the most limited. Though her team initially struggles, victory is eventually hers. Terrible puns (characters are named "Peter Winn" and "Dr. Viktor") and frequent complimentary reference/product placement of the authors' previous book The Goal team up with dry writing to create a truly stultifying experience.
Customer ReviewsSee All
This is the missing piece to the lean/six sigma puzzle I have been looking for.
I read Velocity in 2 days. If I were able to stay awake it actually would have been one single night :)
The book is fluid. It's an easy read. The authors have done a good job in describing complex issues with layman language. Yet they couldn't help become very didactic.
As much as I liked the book, and as much as I believe that the personalities depicted are close to reality (Amy a hands-off results oriented manager, Murphy a old-school but tried manager, Wayne an evangelist for Lean, etc), the story could have become more believable if;
1) Amy didn't let "LSS" run its course without as much as asking what the hell is going on for a full year. In reality Amy would probably be coming to same conclusions in a matter of months
2) if the repeptitive nature of some concepts were diminshed. I don't think for a second that a casual non-business person would read this book. And we have to assume that business readers would have sufficient grasp of what's bwing written.
3) I am really curious some of the details that were described. For example improvements made in M57 line? Some more color around those would be nice. The book, as is, is 3/4 TOC, 1/4 LSS.
Despite my 3 stars, I still believe anyone interested should read this book.