New Beginning: A Business Novel on How to Successfully Implement the Combination of The Theory of Constraints, Lean, and Six Sigma to Drive Profit Margins

The New Beginning is a sequel to the business novel The Secret to Maximizing Profitability, which teaches how to combine the Theory of Constraints, Lean, and Six Sigma to drive profit margins to new levels. Tom Mahanan, former Director of Finance at Tires for All, applies these principles to his company and is rewarded with a permanent seat on the Board of Directors. He is later invited to lunch by Pete Hallwell, the CFO at Maximo Health Center Complex, and signs a consulting agreement with him. The book covers a variety of company types and teaches how to combine these principles to obtain optimal results. In the final two chapters, a new problem surfaces, the Corona Virus.

Format: Paperback / softback
Length: 322 pages
Publication date: 18 May 2021
Publisher: Taylor & Francis Ltd

This book is a sequel to the business novel, The Secret to Maximizing Profitability – A Business Novel on How to Successfully Combine the Theory of Constraints, Lean, and Six Sigma to Drive Profit Margins to New Levels. In The New Beginning, Tom Mahanan, Tires for All's former Director of Finance, who learned how to combine the Theory of Constraints with Lean and Six Sigma, and then applied it to Tires for All, strives to take his company to levels of profitability they had never experienced before. As a reward for his work, Tom was given a permanent seat on the Board of Directors, as long as he continued his improvement work at the remaining portfolio of companies owned by the Board of Directors.

Tom performed extremely well, but one day, he receives a life-changing phone call from his former mentor, Bob Nelson, the man who he had worked with at Tires for All to make amazing improvements. Bob asks him to play golf with him and two others, Jeff Johnson, from Toner International, and Pete Hallwell, the CFO at Maximo Health Center Complex. Pete and Tom share a golf cart during the round and begin chatting about the work Tom had done at Tires for All and the other portfolio of companies. Pete, who works for a healthcare complex of hospitals, is so impressed with the results Tom had achieved, that he invites him to lunch the following week. Tom accepts his offer of lunch and ultimately, Tom signs a consulting agreement with Pete.

Tom had provided an example from a previous improvement effort where he worked with a hospital in Chicago to improve their Emergency Department time for STEMI-type heart attack patients. In his explanation, Tom presents a variety of improvement tools, which includes the integration of the Theory of Constraints, Lean, and Six Sigma. Tom then meets with h.e.r.e., the CEO of the hospital, to discuss the implementation of the improvement tools.

Tom and h.e.r.e. work together to identify the root.

Tom and h.e.r.e. work together to identify the constraints that are limiting the Emergency Department's ability to provide timely care to STEMI-type heart attack patients. They use the Theory of Constraints to identify the root cause of the problem and then use Lean and Six Sigma to develop and implement a solution.

Tom and h.e.r.e. implement the improvement tools and measure the results.

Tom and h.e.r.e. implement the improvement tools and measure the results. They use data analytics to track the Emergency Department's time for STEMI-type heart attack patients and measure the impact of the improvement tools.

Tom and h.e.r.e. celebrate the success of the improvement effort.

Tom and h.e.r.e. celebrate the success of the improvement effort. They use the results to demonstrate the value of the improvement tools and to secure additional funding for the hospital's Emergency Department.

Tom and h.e.r.e. continue to work together to improve the Emergency Department.

Tom and h.e.r.e. continue to work together to improve the Emergency Department. They use the improvement tools to identify new constraints and develop new solutions to improve the care provided to STEMI-type heart attack patients.

In conclusion, The New Beginning is a powerful story of how Tom Mahanan, Tires for All's former Director of Finance, learned how to combine the Theory of Constraints with Lean and Six Sigma, and then applied it to Tires for All. Through his work, Tom was able to take his company to levels of profitability they had never experienced before and was rewarded with a permanent seat on the Board of Directors. However, one day, he receives a life-changing phone call from his former mentor, Bob Nelson, who asks him to play golf with him and two others. During the round, Pete Hallwell, the CFO at Maximo Health Center Complex, is so impressed with the results Tom had achieved that he invites him to lunch the following week. Tom accepts his offer of lunch and ultimately signs a consulting agreement with Pete.

Tom had provided an example from a previous improvement effort where he worked with a hospital in Chicago to improve their Emergency Department time for STEMI-type heart attack patients. In his explanation, Tom presents a variety of improvement tools, which includes the integration of the Theory of Constraints, Lean, and Six Sigma. Tom then meets with h.e.r.e., the CEO of the hospital, to discuss the implementation of the improvement tools.

Tom and h.e.r.e. work together to identify the constraints that are limiting the Emergency Department's ability to provide timely care to STEMI-type heart attack patients. They use the Theory of Constraints to identify the root cause of the problem and then use Lean and Six Sigma to develop and implement a solution.

Tom and h.e.r.e. implement the improvement tools and measure the results. They use data analytics to track the Emergency Department's time for STEMI-type heart attack patients and measure the impact of the improvement tools.

Tom and h.e.r.e. celebrate the success of the improvement effort. They use the results to demonstrate the value of the improvement tools and to secure additional funding for the hospital's Emergency Department.

Tom and h.e.r.e. continue to work together to improve the Emergency Department. They use the improvement tools to identify new constraints and develop new solutions to improve the care provided to STEMI-type heart attack patients.

In conclusion, The New Beginning is a powerful story of how Tom Mahanan, Tires for All's former Director of Finance, learned how to combine the Theory of Constraints with Lean and Six Sigma, and then applied it to Tires for All. Through his work, Tom was able to take his company to levels of profitability they had never experienced before and was rewarded with a permanent seat on the Board of Directors. However, one day, he receives a life-changing phone call from his former mentor, Bob Nelson, who asks him to play golf with him and two others. During the round, Pete Hallwell, the CFO at Maximo Health Center Complex, is so impressed with the results Tom had achieved that he invites him to lunch the following week. Tom accepts his offer of lunch and ultimately signs a consulting agreement with Pete.

Tom had provided an example from a previous improvement effort where he worked with a hospital in Chicago to improve their Emergency Department time for STEMI-type heart attack patients. In his explanation, Tom presents a variety of improvement tools, which includes the integration of the Theory of Constraints, Lean, and Six Sigma. Tom then meets with h.e.r.e., the CEO of the hospital, to discuss the implementation of the improvement tools.

Tom and h.e.r.e. work together to identify the constraints that are limiting the Emergency Department's ability to provide timely care to STEMI-type heart attack patients. They use the Theory of Constraints to identify the root cause of the problem and then use Lean and Six Sigma to develop and implement a solution.

Tom and h.e.r.e. implement the improvement tools and measure the results. They use data analytics to track the Emergency Department's time for STEMI-type heart attack patients and measure the impact of the improvement tools.

Tom and h.e.r.e. celebrate the success of the improvement effort. They use the results to demonstrate the value of the improvement tools and to secure additional funding for the hospital's Emergency Department.

Tom and h.e.r.e. continue to work together to improve the Emergency Department. They use the improvement tools to identify new constraints and develop new solutions to improve the care provided to STEMI-type heart attack patients.

Weight: 494g
Dimension: 152 x 228 x 26 (mm)
ISBN-13: 9780367688370