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• Classic-Fiction

management priorities of

model of

improving patient flow through

POOGI started in

process flow of

process improvement in

socialized

TA in

TOC popular in

UDEs of

VV for

Healy, T. L.

heat treat operation

Herbein, W. C.

Herroelen, W.

high degree of dependency

Hilmola, O.-P.

Hinchman, J.

hit ratio

Hobbs, B

Hoel, K.

holistic distribution system

holistic implementation

decision mechanism for

of public sector TOC

S&T guiding

TOC

TOC 4x4

TOC/recommendations for

Hoover, Holly

hospital perspective

hostage, CS

Houle, D. T.

house on fire reservation

how to cause change

PSTS and

TOC - Prisons and

Howard, N.

HSM. See Human Systems Management

Huang, J.-Y.

Huang, S. H.

Huff, P.

Hughes, M. W.

human behavior

human element

Human Systems Management (HSM)

Hurley, S. F.

hybrid production method

hypothesis

I

I-plant research

I-plants

“I” to “They”

IDD. See Inventory Dollar Days

idea flows

idle capacityn

IJPR. See International Journal of Production Research

image differentiation

Imai, Masaaki

Immelman, Ray

implementation

ASR considerations for

of change

of Critical Chain

Critical Chain planning for

CS with

details disagreement of

five step process of

goals and

of improvement program

of injections

injections/solution

input-output map of

MTA issues in

of POOGI

of practical segmentation

S-DBR issues of

TOC follow-through after

implementation process

of business strategy

TOC workshop for

improvement

challenges

challenges/limiting vs. enabling paradigms

gaps

implementing

large-scale health care system initiatives of

large-scale health care system needing

mistakes during

in personal productivity

potential

TOC tools of

incentives

income erosion

income statement

direct/variable costing on

traditional/Throughput

individual project system

industry solutions

inference

information system

inherent potential

inherent simplicity

Inherent Simplicity Ltd.

initiatives/projects

injections

bank PRT with

breakthrough

Cloud method and

for competitive edge

core conflicts and

core conflicts broken by

defining

EC and

in FRT

growth

implementing

to Inner Dilemma Cloud

IO map and

mini-project plan for

Negative Branch and

in personal dilemma

several/solution implementation and

Inman, R. A

inmates

Inner Dilemma Cloud

conflicting assumptions of

injections to

logical statement check of

sequence building

solution communicated in

solution creation of

storyline/building

inner dilemmas

input-output map

installations, CS

instructions, differentiated

insurance company perspective

integrated scheduling

interchangeable parts

Intermediate Objectives (IO) Map

internal operational constraints

internal reporting

International Journal of Production Research (IJPR)

International Transactions in Operational Research (ITOR)

inventory

buffer placement of

changes

control

determining

distribution solution impact on

excess

flow/buffer penetration

inventory value days and

levels

revenue vs.

strategic positioning of

turnover

turns

Inventory Dollar Days (IDD)

inventory value days

investment centers

investments

InWEnt

IO map

Irlenusch, Bernd

ITOR. See International Transactions in Operational Research

It’s Not Luck (Goldratt, E. M.)

J

Jackson, G. C.

Jackson, M. C.

James, G.

James, S. W.

Jamieson, N. R.

Jessop, W. N.

JIT. See just-in-time

Johanson, U.

Jones, Daniel

Jones, S.

JORS. See Journal of the Operational Research Society

Journal of the Operational Research Society (JORS)

just-in-time (JIT)

K

Kadipasaoglu, S.

Kadipasaoglu, S. N.

Kahn, K. B.

Kaizen Kaizen: The Key to Japan’s Competitive Success (Imai)

Kanban system

Kaplan, R. S.

Karan, K. R.

Kartal, K.

Kayton, D.

Kelley, J. E.

Kendall, Gerry

Kerr, Steven

Kerzner, H.

key performance indicators (KPIs)

Khumwala, B. M.

Kim, C.

Kim, S.

Kim, W. C.

King, R.

Klein, D.

Klusewitz,