Theory of Constraints Handbook - James Cox Iii [752]
unnecessary services
unrefusable offer (URO)
up front buy-in
upstream activity
Uptake Problem
urgency
URO. See unrefusable offer
U-shape
daily problems solved using
for problem-solving
structure of
TOC assumptions and
Uzsoy, R.
V
V-plant research
V-plants
DBR in
product flow in
resource WIP profile of
Vaidyanathan, B. S.
validation
of needs/wants
using CLR
value
customers and
enhancement
lane perspective
metric
perception
Value Focused Management (VFM)
value stream
analysis
map/patients
steps identified in
value-added services (VAS)
Van Slyke, R. M.
variability
abnormal (red zone)
of activity duration
categories of
closer look at
convergence points and
different tools for
non-critical path and
in production operations
resource
resource contention and
task
type of/tools for
unresolved
variable costs
variance
expected (green zone)
fallacy of
normal (yellow zone)
VAS. See value-added services
VATI analysis
VBP. See Virtual Buffer Penetration
velocity metrics
vendor-managed inventory (VMI)
Ventner, D.
Vermaak, W.
vertical hierarchy
VFM. See Value Focused Management
Viable Systems Model (VSM)
Viable Vision Process (VV)
case study of
for health care system
S&T achieving
vicious cycle
Villforth, R.
virtual buffer concept
Virtual Buffer Penetration (VBP)
visibility
Vision for Successful Dental Practice (Kendall; Wadhwa)
VMI. See vendor-managed inventory
volume exploitation
Von Deylan, L.
VRIO framework
VSM. See Viable Systems Model
VV. See Viable Vision Process
VV S&T tree structure
W
Wadhwa, Gary
Wafer Experiment
waiting
Walker, Ben
Walker, E. D.
Walker, W. T.
Walsh, D. P.
Walton, John
Walton, Sam
Wang, F. K.
Wang, Q. S. G.
Warner, M.
warranty
CRT
CS method of
periods
waste
current/future gaps of
Lean and
of opportunities
in project environment
Waterfield, N.
Waters, J. A.
Watson, K. J.
WBA. See Why-Because Analysis
WBS. See work breakdown structure
We All Fall Down: Goldratt’s Theory of Constraints for Healthcare Systems (Wright, J.; King)
Weakest Link Principle
wedding plan
Weiss, G.
Wesley, John
What to Change
PSTS and
Snowflake approach and
Three-Cloud method
TOC - Prisons and
white-collar burnout dilemma
Whitman, Walt
Whitney, Eli
Whybark, D. C.
Why-Because Analysis (WBA)
Wiest, J. D.
Williams, D.
Winter, Lamor
win-win
relationships
situations
WIP. See work-in-progress
Wolffarth, G.
Womack, James
Wooden, John
Woods, Tiger
work
behaviors
ethic, relay runner
flow, of sales
work breakdown structure (WBS)
work orders
color coding of
virtual buffer concept with
workforce
work-in-progress (WIP)
limiting
Project S&T reducing
reducing active
of resources
workload
Wright, A. C.
Wright, J.
Wu, H. H.
Wu, S.-Y.
X
Xiang, W.
X-Y syndrome
Y
Yeh, M. L.
Yellow Ribbon Project
Yenradee, P.
Yeo, K. T.
“yes, but...”
Young, T.
Z
Zeleny, M.
Zeng, X. L.
zone receipts
1 The OPT scheduling algorithm Optimized Production Technology (OPT®—a registered trademark of Scheduling Technologies Group Limited, Hounslow, U.K.) was based on the many-body problem in physics.
1The APICS Dictionary (Blackstone 2008, 96) defines Pareto’s law as “A concept developed by Vilfredo Pareto, an Italian economist that states that a small percentage of a group accounts for the largest fraction of the impact, value, and so on. In an ABC classification, for example, 20 percent of the inventory items may constitute 80 percent of the inventory value.” (© APICS 2008, used by permission, all rights reserved.)
2The TOCICO Dictionary (Sullivan et al., 2007, 15) defines cost-world paradigm as “The view that a system consists of a series of independent components, and the cost of the system is equal to the summation of the cost of all the sub systems. This view focuses on reducing costs and judges actions/decisions by their local impact. Cost allocation is commonly used to quantify local