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• Classic-Fiction

S&T and

OODA Loop

CMM/TOC synthesis with

fast cycles in

5FS steps and

operating expense

operating profits

operational improvements

operational system

operations conflict cloud

operations planning

opportunities

limiting

sales and

wasting

OPT. See Optimized Production Technology

Optimized Production Technology (OPT)

order lead time

order point system

order priority status

order release

order spike protection, qualified

Oregon Freeze Dry

organizations

chain

core conflict in

with Critical Chain

deficiencies of

existing systems/measures removed from

5FS improving

four levels of

goal-orientated

goals/S&T and

improvement gaps and

internal TOC champion required in

public sector vs. private sector

systems approach not adopted by

systems approach to

orientation step

Orlicky, J.

OR/MS structured approaches

outsourcing proposals

overhead costs

overproduction

P

Page, D. C.

Paige, H. W.

paradigms

in CI

cost-world

limiting vs. enabling

shift in

throughput-world

parallel assumptions

Pareto’s law

Park, Y. H.

Parkinson, C. Northcote

Parkinson’s Law

part traits

parts shortages

Pass, S.

path slack, consumption of

patients

accounting for

assumptions and

care

due date setting of

flow/constraints/TP and

perspective

selling services to

transport scheduling

value stream map and

Patterson, J. W.

Patwardhan, M. B.

pay per click

PDCA. See Plan-Do-Check-Act

peak/off-peak behaviors

Peng, Y. F.

Penvoisé, P.

People with Disabilities (PWDs)

performance

auditing

business

business strategy and

conflicting standards of

criteria of

distributors

evaluation

gaps/variation in

global measures of

goals/gap between

measurement system

measures

scorecard, balanced

standards

superior

value metric tracking

periodic reporting

permanent bottlenecks

personal dilemma

personal productivity

BM increasing

change in

dilemma

goals/strategies/measures of

improving on

time management and

tools improving

PERT. See Program Evaluation and Review Technique

Peterson, J.

Petrini, A. B.

PFDs. See product flow diagrams

Phil, Greg

Philipoom, P. R.

philosophical assumptions, TOC

philosophical basis, TP

pilot projects

constraint analysis workshop current status

of distribution/replenishment solution

pilot study, TOC-Prisons

PIMS. See Profit Impact of Market Strategies

Pinedo, M

Pink, D.

Pinto, J. K.

pipeline control

pipeline management

pipelining

Pirasteh, R. M.

Pitagorsky, G.

Pittman, P. H.

Plan-Do-Check-Act (PDCA)

planned activity duration

planned load

full

short-term

planning

ASR visibility of

cycle

inadequate

problems process of

rules of

S-DBR procedure of

short-term

plant warehouse (PWH)

playground

Pliskin, J. S.

PLM. See Product Lifecycle Management

plus buy-in

PMBOK. See project management body of knowledge

PMO. See Project Management Office

pockets of excellence

Pocock, J. W.

Politou, A.

POOGI. See Process of Ongoing Improvement

poor grades dilemma

Porras, J. I.

Porter, M. E.

Porter, Michael

portfolio of projects system

POs. See purchase orders

positive actions

potato experiment

PP&E. See Property, Plant and Equipment

practical segmentation

Prahalad, C. K.

predictability

predicted effect existence reservation

predicted effects

predicted undesirable effects (PUDEs)

predictive tool

premium competitive edge

premium offer design

premium sales

Prerequisite Tree (PRT)

of bank case

cloud assumptions and

injections in

IO map/obstacles and

obstacles identified by

of Sheila’s swimming

S&T and

Prescott, D. P.

presentation design

price-quantity curve

pricing indifference model

priorities changing

priority control

priority planning

prison officers

private sector

proactive, reactive vs.

problems

Cloud method identifying

in complex organizations

consolidated cloud addressing multiple

daily/U-shape solving

with DBR

facing CS

facing educators