FIGURES

 
 
 
 
 
Figure 5.26
Figure 5.26

Reevaluate the system

Figure 5.27
Figure 5.27

Base-line assessment

Figure 5.28
Figure 5.28

iTLS Implementation road map

Figure 5.29
Figure 5.29

High-level model for undesirable outcome of strategic planning

Figure 5.30
Figure 5.30

High-level generic model for collaborative strategic planning

Figure 5.31
Figure 5.31

Conversion of firm’s core values to balanced scorecard

Figure 5.32
Figure 5.32

iTLS generic layout for balanced scorecard

Figure 5.33
Figure 5.33

Organization’s responsibilities

Figure 5.34
Figure 5.34

Different operating strategies

Figure 6.1
Figure 6.1

Lean and Six Sigma benefits

Figure 6.2
Figure 6.2

Lean, Six Sigma, and iTLS benefits

Figure 6.3
Figure 6.3

Lean, Six Sigma, and iTLS financial returns

Figure 6.4
Figure 6.4

Contribution percentage by method applied

Figure 7.1
Figure 7.1

A river flow operation network—laptop computer manufacturing

Figure 7.2
Figure 7.2

V river flow operation network—a pick-pack-ship warehouse

Figure 7.3
Figure 7.3

Relationship of increased uncertainty with the levels of two-headed forks

Figure 7.4
Figure 7.4

T river flow operation network—automobile assembly

Figure 7.5
Figure 7.5

I network—airline meal tray assembly operation

Figure 8.1
Figure 8.1

High-level process of developing a balanced scorecard

Figure 8.2
Figure 8.2

Continuous improvement steering team configuration model

Figure 9.1
Figure 9.1

Inventory optimization model using TLS

Figure 9.2
Figure 9.2

Inventory initial analysis

Figure 9.3
Figure 9.3

iTLS seven-step process

Figure 9.4
Figure 9.4

Inventory analysis discovering step function

Figure 9.5
Figure 9.5

Using a cause and effect diagram to identify key factors