The Goal by Eliyahu Goldratt
“The Goal” (of a manufacturing company) – to make money; everything el is a means to achieving the goal (i.e. produce products to make money)
Reworded: The goal is to increa net profit, while simultaneously increasing both ROI and cash flow
Measurements which express the Goal (pgs 60-61):
1. Throughput – the rate at which the system generates money through sales
2. Inventory – all the money that the system has invested in purchasing things which it intends to ll
九月病3. Operational Expen – all the money the system spends in order to turn inventory into throughput
*Ideal Situation Throughput increas simultaneously with decreasing Inventory and O.E.
Two phenomena in a plant (pgs 87-88):
1. Dependent Events – an event or a ries of events must take place before another can begin…the subquent event depends upon the ones prior to it
2. Statistical Fluctuations – when information changes from one instance to the next
Two types of plant resources (pgs 138-139)跳蛛图片:
1. Bottleneck Resource – any resource who capacity is equal to or less than the demand placed upon it
2. Non-bottleneck Resource – any resource who capacity is greater than the demand placed on it
*BALANCE FLOW, NOT CAPACITY make flow through a bottleneck equal (a little less than) to market demand
“The capacity of the plant is equal to the capacity of its bottlenecks.”
To optimize bottlenecks, you must (pgs 158-159):
1. Make sure bottleneck time is not wasted
a. Sitting idle during lunch
b. Working on defective parts
c. Work only on the parts you need
2. Take the load off of bottlenecks and give it to non-bottlenecks
a. Outsource to another company
化妆基础b. Other machines can do it 红烧鱼块的做法视频
“A plant in which everyone is working all the time is very inefficient.” (pg. 205)
Four elements of time a material spends in a plant (pgs 231-232):
1. Setup
2. Process
3. Queue (large)
4. Wait (large)
Process of on-going improvement (pg 307):
Step 1 – Identify the system’s constraint(s)
Step 2 – Decide how to exploit the system’s constraint(s)
Step 3 – Subordinate everything el to the above decision
Step 4 – Elevate the system’s constraint(s)
Step 5 – Warning!! If in the previous steps a constraint has been broken, go back to Step 1, but do not allow inertia to cau a system’s constraint太阳的画法
Relieve stress from bottlenecks and increa productivity of bottlenecks
Example from “The Goal”
Reduce lead times
Cut batch sizes in half
Increa Sales
Determine Bottlenecks
Define Measurements
Define Goal
“If…Then” relationship bad from science rearch (pgs 317-318):
1. 黄瓜肉片If the hypothesis is right, then logically another fact must exist
2. Verify whether or not the predicted effects do exist
简笔画桥3. Order is built on chaos
4. Socratic method
A good manager needs to be able to answer 3 questions (pg 337):
1. “What to change?”
2. “What to change to?”
3. “How to cau the change?”
The layers of resistance to change (pgs 349-350):
Layer 1 – raising problems have one thing in common…it’s out of our hands
Layer 2 – arguing that the propod solution cannot possibly yield the desired outcome
Layer 3 – arguing that the propod solution will lead to negative effects (“yes, but…”)
Layer 4 – raising obstacles that will prevent the implementation
Layer 5 – raising doubts about the collaboration of others (or wor, not raising their doubts)
** Peeling, in quence, all the layers turns resistance 开心一家人**
to change into the enthusiasm of an inventor
The importance of not neglecting a relationship
“Nothing neglected will remain as it was or is, or will fail to deteriorate. All things need attention, care and concern, and especially so in this most nsitive of all relationships of life.”
