• Choose a category
• All
• Classic-Fiction

By Root 3015 0

J., and Cox, J. F. 2006. “Using the Theory of Constraints thinking processes to complement system dynamic’s causal loop diagrams in developing fundamental solutions,” International Transactions in Operational Research 13(1):33–57.

Mabin, V. J., Davies, J., and Kim, S. J. 2009. “Rethinking tradeoffs and OR/MS methodology,” Journal of the Operational Research Society 60:1384–1395.

Mabin, V. J., Forgeson, S., and Green, L. 2001. “Harnessing resistance: Using the Theory of Constraints to assist change management,” Journal of European Industrial Training 25(2/3/4):168–191.

Mabin, V. J. and Gibson, J. 1998. “Synergies from spreadsheet LP used with the Theory of Constraints—A case study,” Journal of the Operational Research Society 49(9):918–927.

Mann, D. and Stratton, R. 2000. “Physical contradictions and evaporating clouds,” TRIZ Journal April:1–12.

Mason, R. O. and Mitroff, I. I. 1981. Challenging Strategic Planning Assumptions: Theory, Cases and Techniques. New York: Wiley.

Mingers, J. 2000. “An idea ahead of its time: The history and development of soft systems methodology,” Systemic Practice and Action Research 13(6):733–756.

Mingers, J. 2003. “A classification of the philosophical assumptions of management science methods,” Journal of the Operational Research Society 54:559–570.

Mingers, J. 2009a. “Taming hard problems with soft OR,” OR/MS Today April 6(2):48–53.

Mingers, J. 2009b. “The case for soft OR,” OR/MS Today April 6(2):21–22.

Mingers, J. and Brocklesby, J. 1997. “Multimethodology: Towards a framework for mixing methodologies,” Omega—International Journal of Management Science 25(5):489–509.

Moura, E. C. 1999. “TOC trees help TRIZ,” TRIZ Journal 1–9.

Munro, I. and Mingers, J. 2002. “The use of multimethodology in practice—Results of a survey of practitioners,” Journal of the Operational Research Society 59(4):369–378.

Noreen, E., Smith, D. A., and Mackey, J. T. 1995. The Theory of Constraints and its Implications for Management Accounting. Great Barrington, MA: North River Press.

Nutt, P. C. 2002. Why Decisions Fail—Avoiding the Blunders and Traps that Lead to Debacles. San Francisco: Berrett-Koehler Publishers.

Pidd, M. 1996. Tools for Thinking: Modelling in Management Science. Chichester: Wiley and Sons.

Pirasteh, R. M. and Farah, K. S. 2006. “Continuous improvement trio,” APICS Magazine May:31–33.

Rahman, S-U. 1998. “TOC: A review of the philosophy and its applications,” The International Journal of Project Management 18(4):336–355.

Reid, R. A., Scoggin, J. M., and Segellhorst, R. 2002. “Applying the TOC thinking process: A case study,” 2002 SIG Technical Conference Proceedings, April 15–16, St. Louis, MO, 84–92.

Reid, R. A. and Shoemaker, T. E. 2006. “Using the Theory of Constraints to focus organizational improvement efforts: Part 1—defining the problem,” American Water Works Association Journal 98(7):63–75.

Ricketts, J. A. 2008. Reaching the Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints. Upper Saddle River, NJ: IBM Press, Prentice Hall-Pearson.

Ritson, N. and Waterfield, N. 2005. “Managing change: The Theory of Constraints in the mental health service,” Strategic Change 14(December):449–458.

Rizzo, T. 2001. “TOC overview: The Theory of Constraints,” TOC Review 1(1):12–14.

Ronen, B. 2005. “Guest editorial: Special issue on the Theory of Constraints—Practice and research,” Human Systems Management 24(1):1–2.

Ronen, B., Pliskin, J. S., and Pass S. 2006. Focused Operations Management for Health Services Organizations. San Francisco, CA: Wiley/Jossey-Bass.

Rosenhead, J. 1989. Rational Analysis for a Problematic World. Chichester: Wiley.

Rosenhead, J. 2009. “Reflections on fifty years of operational research,” Journal of the Operational Research Society 60(Supplement 1):S5–S15.

Rosenhead, J., Elton, M., and Gupta, S. K. 1972. “Robustness and optimality as criteria for strategic decisions,” Journal of the Operational Research Society 23(4):413–425.

Royston, G. 2009. “One hundred years of operational