Plot Summary Alex Rogo, a young plant manager for UniCo, a manufacturing firm, walks into his plant to find a scene of chaos. After disrupting the whole work process, he tells Alex that he has three months to show significant improvement, or Bill will recommend that the plant be closed. Things at home are no better for Alex. While at a division meeting in which Bill lays out just how badly the UniCo plants are doing, Alex remembers a conversation he had two weeks ago.
Simplify your problem to the point where you understand the true goal of your organization. With your goal in mind, identify the constraints within your system i. My notes are informal and often contain quotes from the book as well as my own thoughts. This summary also includes key lessons and important passages from the book.
Scientific ideas can never be proven. They can only be disproven. To learn, we should not just give people results to memorize, but stories and plots that allow us to deduce the answers. Not all work leads to making money. Much of it is wasted. All three should be increasing all the time.
You can express a goal in different ways. Three indicators of a healthy business: Operational expense, inventory, and throughput. Three important questions to ask: Most processes are a series of dependent events. In any series of dependent events most people can only go as fast as the people in front of them.
Put the fat kid in front. Reverse the order so that the processes go from slow to fast. You have to optimize the whole system, not just a local process.
There is always a bottleneck in every process. You have to manage the process based on the bottleneck. The area with the biggest amount of inventory is usually a sign of a bottleneck. Make sure the bottleneck only works on good parts by performing quality control before parts go into the bottleneck.
The capacity of any non-bottleneck process isdeteimed by something else in the system other than its own capacity.
A system with local maximums is not an efficient system. The goal is not to reduce cost, but to increase throughput. This has huge implications because nearly everyone is focused on reducing costs.
The Theory of Constraints:The Goal is a management-oriented novel by Eliyahu M. Goldratt, a business consultant known for his Theory of Constraints, and Jeff Cox, a best selling author and co-author of multiple management-oriented novels.
ABOUT ALIYAHU M. GOLDRATT. Dr Eli Goldratt's book, The Goal, has been a bestseller since and is recognised as one of the bestselling management books of all time, having sold over 7 million copies kaja-net.com Goldratt was the author of many other books including the business novels, It's Not Luck (the sequel to The Goal), Critical Chain, Necessary but Not Sufficient and Isn't It Obvious?
The Goal: A Process of Ongoing Improvement by Eliyahu M. Goldratt and Jeff Cox/Key Takeaways, Analysis & Review by Instaread is a summary of the book co-written by Goldratt and Cox outlining through a fictionalized story the ways an unprofitable manufacturing operation can be turned around.
This is my book summary of The Goal by Eliyahu Goldratt. My notes are informal and often contain quotes from the book as well as my own thoughts. This summary also includes key lessons and important passages from the book.
E. M. Goldratt's The Goal: Summary and Analysis 'The Goal' is an exceptional work of an Israeli physicist, Eliyahu Moshe Goldratt (March 31, - June 11, ) who turned a management guru later. The novel hit the stores in The Logical Thinking Process - An Executive Summary [H William Dettmer] on kaja-net.com *FREE* shipping on qualifying offers.
The Logical Thinking Process - An Executive Summary is an executive-level overview of the Logical Thinking Process (LTP) originally developed by E.M. Goldratt. It explains what the LTP is and why it's useful to leaders.