The purpose of this assignment is to delve into key events, movements, or figures in American history between the years 1865 and 1974. Students are expected to develop a clear thesis statement and support it with well-researched evidence from reliable sources. The goal is to encourage critical thinking, analytical skills, and an in-depth understanding of the chosen historical topic.
Agency Behavioral turning point
https://www.btpmentalhealth.com/
Post a narrated power point case presentation in which you provide an analysis of what you, as the social work intern, did with the client, how you did it, and how the client responded. Include the following specific information:
Assessment 4
Lobbying for Change
Write a letter to an official in your state or local government. (Choose the individual in the level of government that will best address your issue). The purpose of this letter is to advocate for action with regards to your chosen health care environment issue.
Note: Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order in which they are presented.
As health care leaders, it is important to understand strategies for advocating and lobbying elected officials. This can lead to the development of policies or laws that can help drive improved equity and outcomes for all participants in the health care environment as well as a more sustainable financial future.
As a master's-level health care practitioner, you may be expected to implement plans to ensure that initiatives designed to take advantage of economic opportunities for the organization are rolled out successfully and can be sustained over multiple years. Additionally, it is important to be able to envision how an initiative could be implemented in different contexts and for different purposes to ensure the investment remains a viable and positive asset to your organization or care setting.
As a master's-level practitioner, you will often be challenged to influence the health care environment in a variety of ways. This influence can occur on a micro-level (implementing change on your unit, institution, community, or local organizations) or at a macro level (implementing change via state or federal regulations and policy). One way you can influence the health care environment is by lobbying an elected official at the local, state, or national level to adopt policies or legislation that would support positive economic and health outcomes for patients, practitioners, and organizations within the health care environment.
For this assessment, you will develop a letter to an official in your state or local government (choose the individual in the level of government that will best address your issue). The purpose of this letter is to advocate for action with regards to your chosen health care environment issue. Remember, when writing the letter, you must use your personal address and telephone number unless you are exclusively representing a group or your organization.
Be sure to address each main point. Review the assessment instructions and scoring guide, including performance-level descriptions for each criterion, to ensure you understand the work you will be asked to complete and how it will be assessed. In addition, note the requirements for document format and length and for supporting evidence.
Overall, your assessment submission will be assessed on the following criteria:
Note: As you revise your writing, check out the resources listed on the Writing Center's Writing Support page.
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:
STATE OR LOCAL GOVERMENT … I LIVE IN MIAMI FL THANKS
Assessment 3
Business Case for Change
Develop a 10-slide business PowerPoint for the economic issue you have been working with as your topic in the previous assessment. You will then present this PowerPoint using Kaltura and submit the video.
Note: Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order in which they are presented.
As a master's-level health care practitioner, you are expected to consider a number of factors when supporting change by analyzing the feasibility of a new initiative or identifying an issue within your organization. For example, you must take into consideration the various types of risk (such as patient safety, physical plant, financial, or reputation), as well as the present and future value of the service line or economic opportunity you are invested in. Additionally, you must also balance your ethical and moral responsibility to provide quality care to patients and populations while protecting your organization's assets and economic viability in the near and long terms
As a master's-level health care practitioner, you are expected to consider a number of factors when supporting change by analyzing the feasibility of a new initiative or identifying an issue within your organization. For example, you must take into consideration the various types of risk (such as patient safety, physical plant, financial, or reputation), as well as the present and future value of the service line or economic opportunity you are invested in. Additionally, you must also balance your ethical and moral responsibility to provide quality care to patients and populations while protecting your organization's assets and economic viability in the near and long terms.
For this assessment, you will develop a 10-slide business PowerPoint for the economic issue you have been working with as your topic in the previous assessment. You will then present this PowerPoint using Kaltura and submit the video.
This presentation asks you to examine the feasibility and cost-benefit considerations of implementing a proposed solution for your chosen issue, as well as analyze ways to mitigate risks.
Be sure to address each main point. Review the assessment instructions and scoring guide, including performance-level descriptions for each criterion, to ensure you understand the work you will be asked to complete and how it will be assessed. In addition, note the requirements for document format and length and for supporting evidence.
You may also wish to consult the Guidelines for Effective PowerPoint Presentations [PPTX] if you need additional guidance as you are assembling your presentation.
Overall, your assessment submission will be assessed on the following criteria:
Before starting to record your presentation make sure you have:
Note: If you require the use of assistive technology or alternative communication methods to participate in this activity, please contact Disability Services at [email protected] to request accommodations.
Note: As you revise your writing, check out the resources listed on the Writing Center's Writing Support page
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:
Examine the use and impact of technology on adolescents aged 13-18 years.
For this assignment, you will be discussing the impact of technology on human development. You will choose a life stage and address the included topics in your written work. Your report should be 3–5 pages in length and formatted in APA style. No abstract or cover page is necessary, but you must include in-text citations and a corresponding References page.
Your assignment must be typed in 12-point font and double-spaced. You should include no fewer than three (3) sources, with at least one coming from the textbook, an academic article, or another source beyond typical internet materials. If you do use online resources, ensure they are credible. Any information or ideas from primary or secondary sources (including internet content), whether directly quoted or paraphrased, must be properly cited using footnotes or endnotes. Failure to cite your sources constitutes plagiarism, which may result in a failing grade for the assignment, failure of the course, or expulsion from the university.
Assessment 3
Developing and Communicating the Strategic Action Plan
Create an 8-10 slide PowerPoint presentation for an executive audience that outlines an action plan your selected organization will use to achieve its strategic goals and communicate the plan to stakeholders. You will record yourself presenting the slides in an audio or video recording of 5 minutes or less in length.
Note: Each assessment in this course builds upon the work you have completed in previous assessments. Therefore, you must complete the assessments in the order they are presented.
In your previous assessments, you examined how today's health care organizations prepare themselves for the present and the future through strategic management. Specifically, you analyzed how a health care organization's external and internal environments affect its operations.
The next step is to consider an action plan to achieve the organization's strategic objectives and to communicate it to stakeholders.
This assessment provides an opportunity for you to create an executive presentation in the form of PowerPoint slides and an audio or video recording in which you present the information in the slides. In this presentation, you will outline the action plan your selected health care organization will use to achieve its strategic goals, as well as a plan for communicating the strategic goals and action plan to stakeholders.
Reminder: Complete the assessments in this course in the order they are presented. You will complete sections of a strategic management plan for each assessment. In this assessment, you will continue to use the organization and the factor from the AHA’s most recent Environmental Scan report that you chose in the first assessment.
Now you have a solid understanding of the importance of strategic planning, key core concepts and components for the organization you selected, and goals that align with its mission, vision, and values. You have now evaluated where the strengths, weaknesses, opportunities, and threats exist.
The next step in strategic planning is creating an action plan and communicating that plan to its stakeholders. The following two brief videos provide insights into creating a strategic action plan and communicating it to stakeholders.
Watch the brief video in the following reading list for tips on creating an action plan.
Watch the brief video in the following reading list to learn about communicating an action plan.
Create an executive presentation in the form of 8–10 PowerPoint slides and create an audio or video recording (5 minutes or less in length) of yourself making the presentation to your audience. The presentation must describe an action plan to address the identified issues and a communication strategy to share the action plan with the organization's stakeholders.
In the PowerPoint presentation:
By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and scoring guide criteria:
System Thinking for Good, Part 2
This week, you will return to the business report you began working on in Week 8. As a reminder, you have assumed the role of a consultant who has been asked by the upper management team to evaluate an organizational performance problem within an organization. You will present your findings in the form of a written report with an executive summary presented as a PowerPoint presentation. The organization for this evaluation is one that you selected and with which you are very familiar. You will continue your business report using that selected organization.
As you complete Part 2 of your business report, remember to include specific examples from the organization as well as relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your evaluation.
To prepare for this Assignment:
· Return to the same business report template you utilized in Week 8. With the research and readings from Week 8 and Week 9 in mind, incorporate any feedback, as needed, into your report as you complete Part 2.
Part 2 of your business report, to include the following:
Part 2: Social Responsibility and Ethical Considerations (2–3 pages)
· Identify the major stakeholders of the organization. Illustrate how the organization’s actions do or do not affect positive social change for the stakeholders (explain in detail).
· Through a system thinking lens, apply improvements to the organization to positively affect social change.
· From a systems perspective, evaluate the organization’s performance in terms of diversity and inclusion.
· Assess whether there is a relationship between ethics and inclusion (explain and substantiate your position). Recommend what improvements can be implemented to positively impact both.
Improving Business Performance
Week 9 Learning Resources
System Thinking and Social Change
Using these resources, you will explore how applying systems thinking principles can be used to promote positive social change. As you review these resources, consider how you might apply systems thinking to create change. How might these concepts benefit the greater good?
· Hernández, A., Ruano, A. L., Marchal, B., San Sebastián, M., & Flores, W. (2017). Engaging with complexity to improve the health of indigenous people: A call for the use of systems thinking to tackle health inequityLinks to an external site. . International Journal for Equity in Health, 16(1), 26–31. https://doi.org/10.1186/s12939-017-0521-2
· Stroh, D. P. (2014). Systems thinking for social change: Making an explicit choiceLinks to an external site. . Reflections, 14(3), 35–42.
· Stroh, D. P., & Zurcher, K. (2012). A systems approach to increasing the impact of grantmakingLinks to an external site. . Reflections, 11(3), 31–43.
Ethical Consideration
Through these resources, you will investigate how the application of systems thinking principles and tools can assist managers in understanding and mitigating ethical dilemmas. As you review these resources, consider some ethical concerns that you may have encountered in your personal and professional life. Can you think of any ways in which systems thinking principles could have done anything to address or alleviate those concerns?
· Bardoel, E. A., & Haslett, T. (2006). Exploring ethical dilemmas using the “drifting goals” archetypeLinks to an external site. . Journal of Management Education, 30(1), 134–148. http://dx.doi.org/10.1177/1052562905280836
· Noga, T., Pant, L. W., & Shaw, L. (2011). Recalibrating ethical dilemmas using the “fixes that fail” archetypeLinks to an external site. . Journal of Business Ethics Education, 8(1), 115–118.
· Steele, R., & Derven, M. (2015). Diversity & inclusion and innovation: A virtuous cycleLinks to an external site. . Industrial and Commercial Training, 47(1), 1–7.
· Werhane, P. H. (2002). Moral imagination and systems thinkingLinks to an external site. . Journal of Business Ethics, 38(1/2), 33–42. https://doi.org/10.1023/A:1015737431300
Important Documents and Resources for the Week
Goldratt, E. & Cox, J. (2014). The goal: A process of ongoing improvement (4th ed., pp. 124–236). North River Press. Note: This resource will be used for this week’s Discussion.
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The Goal – Part 2
Lakenya Campbell
Walden University
Improving Business Performance
Prof Stauffer
July 23rd, 2025
The Goal – Part 2
In The Goal, Goldratt emphasizes how systems thinking and focusing on constraints over local efficiencies drive effective business management. Three passages from Chapters 17–28 illustrate these principles.
First, Goldratt (2014) states, “We can’t release materials according to a schedule if the bottlenecks can’t handle it” (p. 133). This passage is compelling because it challenges the traditional push-production mindset. By aligning material release with the capacity of bottlenecks, the Bearington team prevents excess inventory and work-in-progress, which aligns with throughput accounting principles that prioritize system flow over local efficiencies (Corbett, 2006). Effective business management requires managers to synchronize inputs with system constraints to prevent hidden inefficiencies and delays in customer delivery.
Second, Goldratt (2014) observes, “Activating a non-bottleneck to its maximum is an act of irresponsibility” (p. 137). This challenges the common belief that high local utilization equals productivity. Instead, non-bottlenecks should be activated only as needed to support the system’s flow. This aligns with systems thinking, where sub-optimization can damage overall performance (Hudson, 2017). It demonstrates that “breaking the rules” of maximizing utilization makes sense when prioritizing system throughput and delivery performance.
Third, the statement, “The bottleneck should never be idle,” (Goldratt, 2014, p. 161) is vital in managing constraints. It highlights the need to protect bottleneck uptime to maximize throughput, even if it means deviating from standard practices like fixed lunch breaks or rigid job classifications. This passage shows why the team’s techniques, including process reorganization and priority shifts, are effective. It also aligns with the principle that managing constraints, not eliminating them, enhances system performance (Weiss, 2004).
Reflection
“If I had only known this back when I was managing cross-functional projects, I would have prioritized identifying and managing system constraints rather than pushing teams for constant activity. This approach would have reduced burnout and bottlenecks during critical project phases and allowed us to deliver quality work on time. I also would have challenged the belief that busyness equals productivity, fostering a culture of flow, continuous improvement, and focus on the true organizational goal.”
References
Corbett, T. (2006). Three-questions accounting. Strategic Finance, 87(10), 48–55.
Goldratt, E. M., & Cox, J. (2014). The goal: A process of ongoing improvement (4th ed.). North River Press.
Hudson, J. D. Jr. (2017, October). CL6 allows three shots at better improvement: Instead of bickering over methodologies, find synergies between theory of constraints, lean and six sigma. Industrial and Systems Engineering at Work, 49(10), 43–47.
Weiss, E. N. (2004, February 20). A brief note on the theory of constraints. Darden School Foundation, University of Virginia. https://hbsp.harvard.edu/
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Improving Business Performance: An Evaluation of USPS (United States Postal Service)
Student’s Name
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Improving Business Performance: An Evaluation of USPS (United States Postal Service)
Part 1: Business Improvements
The USPS is an autonomous, government-operated agency in the executive branch. As one of the few agencies officially allowed by the U.S. Constitution, it delivers mail and packages nationwide. Delivery to over 160 million locations six days a week by the USPS has long been considered essential to the national logistics and communication ecology. The necessity to objectively assess an institution providing vital public services under systemic constraints sparked this analysis. USPS has battled with rising financial losses, inefficient operational infrastructure, and competition and regulatory obligations. Due of its visibility and complexity, USPS is a good candidate for this analysis, which employs TOC, TA, and systems thinking to find sustainable ways to improve performance. This paper investigates underlying limits, provides focused treatments, and analyzes each improvement using theory and practice.
Organizational Overview
Industry Context and Offerings
The USPS delivers letters, parcels, and business mail nationwide and internationally. It has a universal service commitment to deliver to all US addresses regardless of location or cost. USPS offers First-Class Mail, Priority Mail, Express Mail, bulk business mail, media mail, and packages. Individuals, organizations, and government agencies use these services for everything from personal correspondence to e-commerce deliveries. The agency provides post office boxes, money orders, passport applications, and mailing supplies. It is unique in that it competes with FedEx, UPS, and Amazon while meeting government legal and operational requirements.
Operational and Financial Health
USPS employs approximately 600,000 people and has over 31,000 retail locations. It processes 425 million mailpieces daily and has one of the nation's largest fleets. The organization's growth and scope have also presented obstacles. Many facilities and logistics operations use antiquated infrastructure and manual methods. USPS struggles to compete with private enterprises that use current technology and simplify processes because to these inefficiencies. Due to dwindling mail volumes, stiff labor costs, and retiree benefit pre-funding, the company has had chronic losses for over a decade. According to the USPS 2022 Annual Report to Congress, the agency lost $4.9 billion, continuing a 15-year trend of losses over $2 billion. E-commerce has increased package deliveries, but operating expenses and systemic liabilities have outweighed revenue increases.
Systems Thinking and Operational Summary
The USPS functions as a vast and complex system with numerous interrelated components. From a systems thinking perspective, its operations can be divided into several interconnected subsystems, each playing a role in service delivery: mail and package intake (customer-facing retail and drop-off points), processing and sorting (regional and national distribution centers), transportation (air and ground logistics networks), and delivery (last-mile carriers and delivery routes). Information flows from customers to frontline workers and back through multiple digital and manual channels. Feedback loops exist in the form of customer service inquiries, tracking systems, and internal quality control mechanisms. However, these feedback loops are often ineffective due to outdated IT systems and bureaucratic inertia. The systemic inefficiencies create a negative ripple effect across the organization, from delayed mail processing to route-level delivery issues. The lack of synchronization between physical and digital infrastructure, compounded by rigid policies, results in diminished agility and responsiveness. This inefficiency stifles USPS’s ability to adapt to the rapidly evolving logistics landscape.
Identification and Analysis of Organizational Constraints
Theory of Constraints (TOC): Foundational Framework
The Theory of Constraints (TOC), first introduced by Eliyahu M. Goldratt in his seminal work "The Goal," provides a systematic approach for identifying and resolving performance-limiting bottlenecks in organizational systems. TOC posits that any manageable system is limited in achieving more of its goals by a very small number of constraints. These constraints may be physical (e.g., equipment or space limitations), policy-based (e.g., regulations, procedures), or market-driven (e.g., customer demand). By systematically identifying and addressing these constraints, organizations can improve overall throughput and operational efficiency (Goldratt & Cox, 2014). For the USPS, all three types of constraints—physical, policy, and market—are currently limiting organizational performance in distinct and overlapping ways.
Constraint 1: Physical Constraints – Aging Infrastructure and Inadequate Sorting Equipment
A critical physical constraint facing USPS is the widespread use of outdated mail sorting and processing equipment. Many of the machines currently in use are over two decades old and are prone to mechanical failures, inefficiencies, and high maintenance costs. Some facilities still rely on manual sorting for specific mail classes or delivery zones. The outdated equipment significantly slows down processing time, increases the likelihood of errors, and contributes to high labor costs. This bottleneck impacts First-Class and package deliveries, especially during holidays when volume rises. Monteiro (2018) found that outdated physical infrastructure makes it difficult to grow operations, resulting in missed service targets and customer unhappiness. USPS financial troubles and borrowing restrictions hinder capital investment, exacerbating this constraint.
Constraint 2: Policy Constraints – Legislative and Governance Limitations
USPS's legislative structure is another major restriction. The 2006 Postal Accountability and Enhancement Act (PAEA) mandates the corporation to pre-fund retiree health benefits for future employees up to 75 years in advance, which is the biggest policy constraint. No other federal agency or private enterprise has this requirement, which has burdened USPS financially and diverted billions from capital investment and operating improvements. USPS cannot set prices or add services without Congressional approval. This regulatory environment limits innovation, adaptability, and market response. Policy restrictions, especially those that limit budgetary flexibility and decision-making autonomy, are hardest to overcome in public sector organizations, according to Dalton (2009).
Constraint 3: Market Constraints – Shifting Customer Preferences and Competitive Pressure
USPS faces significant market constraints as consumers increasingly turn to digital communication and private courier services. The proliferation of email, electronic billing, and digital advertising has sharply reduced the volume of First-Class Mail, historically one of USPS's most profitable segments. At the same time, e-commerce has fueled the rise of private logistics competitors such as Amazon, FedEx, and UPS, who offer faster, more trackable, and often cheaper delivery options. These competitors benefit from technological agility and fewer regulatory constraints, allowing them to adapt rapidly to consumer demands. As Fox (2012) explains, market constraints force organizations to redefine their value proposition to remain relevant. USPS’s value proposition is increasingly being challenged by both technological obsolescence and customer expectations for faster and more customized services.
Recommendations to Address Constraints
Recommendation 1: Comprehensive Infrastructure Modernization
To address the physical constraint of outdated infrastructure, USPS must prioritize a phased yet aggressive infrastructure modernization plan. This should include the replacement of obsolete sorting machines with automated high-speed systems equipped with optical character recognition and barcode scanning technologies. Integration of RFID tracking and real-time monitoring systems would further enhance logistics visibility and customer service. Additionally, investment in energy-efficient vehicles and smart route optimization software can improve last-mile delivery effectiveness. According to Aghili (2011), combining throughput metrics with Six Sigma principles significantly enhances the efficiency and reliability of operations. USPS can finance these upgrades through public-private partnerships, lease agreements, and capital grants linked to sustainability and innovation goals.
Recommendation 2: Targeted Legislative Reform and Regulatory Autonomy
To overcome policy constraints, USPS must intensify efforts to advocate for legislative reforms, particularly the repeal or amendment of the PAEA’s pre-funding mandate. This can be achieved through coalitions with labor unions, state governments, and advocacy groups to apply coordinated political pressure. Additionally, USPS should seek increased autonomy over service pricing and the development of new product lines. Hudson (2017) emphasizes that organizations must align their internal policies with external strategies to create a dynamic performance environment. Gaining regulatory leeway would enable USPS to respond more nimbly to competitive threats and operational needs. Legislative reform would not only relieve financial pressure but also unlock opportunities for innovation and strategic investment.
Recommendation 3: Strategic Service Diversification and Market Repositioning
To counteract market constraints, USPS must reframe its service offerings to meet contemporary consumer expectations. This involves expanding into adjacent service areas such as financial services (e.g., postal banking), digital identity verification, and government document processing. These services are particularly needed in underserved rural and low-income urban areas where USPS already maintains a physical presence. By leveraging its trusted brand and nationwide infrastructure, USPS can offer value-added services while generating new revenue streams. Piraseth and Kannappan (2013) argue that service diversification, when aligned with customer needs and organizational capabilities, can serve as a powerful countermeasure to market displacement. Partnerships with local governments and digital platforms can further support implementation.
Throughput Accounting Evaluation
Overview of Throughput Accounting
Throughput Accounting (TA) shifts the financial focus from cost-centric decision-making to maximizing organizational throughput. TA is built on three core metrics:
· T (Throughput): The rate at which the system generates money through sales, calculated as sales revenue minus variable costs.
· I (Inventory): The money tied up in the system in the form of unsold goods, equipment, or resources.
· OE (Operating Expense): The money spent to convert inventory into throughput.
Corbett (2006) explains that traditional cost accounting can misguide decision-making by emphasizing local efficiencies at the expense of system-wide performance. TA, by contrast, promotes a holistic approach that aligns with the TOC philosophy.
Application to Recommendation 1: Infrastructure Modernization
Implementing automated sorting and real-time tracking technologies would increase throughput (T) by accelerating mail processing and improving delivery reliability. It would also reduce labor-intensive tasks, thereby lowering OE. Although I may increase temporarily due to initial capital outlays, the long-term reduction in equipment failures and rework would stabilize inventory. Kirli (2016) demonstrated that logistics firms implementing automation realized up to a 35% improvement in T and a 20% reduction in OE within the first two years.
Application to Recommendation 2: Legislative Reform
Eliminating the pre-funding mandate would result in a significant and immediate reduction in OE. These savings could then be redirected toward infrastructure investments and service innovations, increasing T in the medium to long term. While this recommendation does not directly affect I, the improved financial flexibility would allow for better inventory management and capital planning. Kadhim et al. (2020) argue that aligning policy reforms with TA metrics ensures that financial decisions contribute directly to system-wide efficiency and profitability.
Application to Recommendation 3: Service Diversification
Expanding into financial and digital services would open new revenue streams, thereby increasing T. Initial investments in infrastructure, staff training, and marketing may increase I and OE temporarily. However, leveraging existing post office locations minimizes overhead, making the cost-benefit ratio favorable over time. Albright and Lam (2006) observed that strategic diversification, when managed using TA principles, can deliver sustainable performance gains even in highly regulated environments.
Conclusion
The USPS is an indispensable institution that is presently constrained by outdated infrastructure, rigid policies, and shifting market dynamics. Applying the Theory of Constraints reveals the core limitations that must be addressed to elevate the organization’s performance. Throughput Accounting offers a robust framework for evaluating the financial impact of proposed interventions, while systems thinking ensures that solutions are sustainable and holistic. By modernizing its physical infrastructure, advocating for necessary policy reforms, and diversifying its service offerings, USPS can improve operational efficiency, restore financial stability, and enhance its value proposition to the American public. The path forward requires bold leadership, cross-sector collaboration, and an unwavering commitment to continuous improvement. However, the potential rewards—both in terms of organizational health and public service delivery—make the effort unquestionably worthwhile.
References
Aghili, S. (2011). Throughput metrics meet Six Sigma. Management Accounting Quarterly, 12(3), 12–17.
Albright, T., & Lam, M. (2006). Managerial accounting and continuous improvement initiatives: A retrospective and framework. Journal of Managerial Issues, 18(2), 157–174.
Corbett, T. (2006). Three-questions accounting. Strategic Finance, 87(10), 48–55.
Dalton, M. A. (2009). What’s constraining your innovation? Research Technology Management, 52(5), 52–64.
Fox, K. (2012). Seeing the forest for the trees: Theory of constraints reduces cost of government. The Public Manager, 41(3), 10–13.
Goldratt, E., & Cox, J. (2014). The goal: A process of ongoing improvement (4th ed.). North River Press.
Hudson, J. D. Jr. (2017). CL6 allows three shots at better improvement. Industrial and Systems Engineering at Work, 49(10), 43–47.
Kadhim, H. K., Najm, K. J., & Kadhim, H. N. (2020). Using throughput accounting for cost management and performance assessment: Constraint theory approach. TEM Journal, 9(2), 763–769. https://doi.org/10.18421/TEM92-45
Kirli, M. (2016). Throughput accounting in strategic cost management: An application. Annals of Dunarea de Jos University. Fascicle I: Economics and Applied Informatics, 22(2), 78–87.
Monteiro, V. (2018). TOC in the emergency room. Industrial and Systems Engineering at Work, 50(7), 38–42.
Piraseth, R. M., & Kannappan, S. (2013). The synergy of continuous process improvement. Industrial Engineer, 45(6), 41–45.
What is the difference between qualitative and quantitative research methods? Give an example of each.
Submission Instructions:
