FIGURES

 
 
 
 
 
Figure 5.26
Reevaluate the system
Figure 5.27
Base-line assessment
Figure 5.28
iTLS Implementation road map
Figure 5.29
High-level model for undesirable outcome of strategic planning
Figure 5.30
High-level generic model for collaborative strategic planning
Figure 5.31
Conversion of firm’s core values to balanced scorecard
Figure 5.32
iTLS generic layout for balanced scorecard
Figure 5.33
Organization’s responsibilities
Figure 5.34
Different operating strategies
Figure 6.1
Lean and Six Sigma benefits
Figure 6.2
Lean, Six Sigma, and iTLS benefits
Figure 6.3
Lean, Six Sigma, and iTLS financial returns
Figure 6.4
Contribution percentage by method applied
Figure 7.1
A river flow operation network—laptop computer manufacturing
Figure 7.2
V river flow operation network—a pick-pack-ship warehouse
Figure 7.3
Relationship of increased uncertainty with the levels of two-headed forks
Figure 7.4
T river flow operation network—automobile assembly
Figure 7.5
I network—airline meal tray assembly operation
Figure 8.1
High-level process of developing a balanced scorecard
Figure 8.2
Continuous improvement steering team configuration model
Figure 9.1
Inventory optimization model using TLS
Figure 9.2
Inventory initial analysis
Figure 9.3
iTLS seven-step process
Figure 9.4
Inventory analysis discovering step function
Figure 9.5
Using a cause and effect diagram to identify key factors
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