Analysis Of The Goal Per Goldratt, E. & Cox

Given three months to turn the plant around, Alex turns to Jonah, his old college physics professor who has become a manufacturing consultant, and enlists his help. Jonah has a unique and potentially risky approach to addressing the problems at the plant. First, he takes what can be a complicated

The Rose Company is building a new plant to reduce cost, improve the quality of products, and maintain competitive leadership by gaining a slight production advantage. The main obstacles to be overcome are the commissioning of a new plant, new methods and process, and administrative reporting issues. As the newly hired General Plant Manager, I plan to resolve these issues by insisting that all plant communications flow through me, instituting training for plant personnel and setting operational expectations.

Hinrichs’s active management of change within the factory and focus on worker satisfaction and buy-in resulted in a lot of small victories that he used to win over the workforce’s trust and respect. In the process, Hinrichs transformed the plant from one that was resistant to change to one that embraced and was excited for change.

The assembly line principle as it matured in industrial society however, proved to destroy workers creativity and stifle the very essence of human life. Growth and change. On an assembly line workers are degraded to automatons, performing the same tasks over and over and over. Day in day out, without ever having any knowledge or input into any of the other tasks related to completion of the project. This monotony in the workplace spills over into the daily life of many factory workers and affects how they live their life outside of the factory after the whistle blows as much as it does while they’re on the assembly line.

Cost and productivity leadership. By resolving the issue of high foremen turnover, the Lima plant can consolidate its position as the top's Treadway plant in productivity, quality, and lowest cost producer.

The Goal by Eliyahu Goldratt is an entertaining and thought provoking business book. The story is about Unico manufacturing plant and its manager – Alex Rogo whose job and marriage is hanging in the air. Bill Peach, who is the factory executive comes into the plant and notices that production has gone down since Alex has been appointed manager. There is six months of production backlog and late shipment of order to customers. Unico is neither productive nor profitable. As a result Alex finds himself in an uncomfortable position of having three months to turn things around or the plant goes downhill.

One of the valued but demanding customer, who had considered Engstrom as a certified supplier, was requesting a large order but Engstrom was unable to deliver on time due to the low productivity problem. The plant manager along with his assistant were already dealing with the troubling numbers when this happened. While the task was a tough bone and not easy to tackle, and there were a lot of factors needed to be taken in to consideration. The leadership started to analyze and break down the main causations other than the overall economic trend that dragged the company into the turmoil, as it turned out, it was the low, frustrated employee morale and diminished work satisfaction.

He told Jonah that the plant he is working with installed some robots that have increased productivity by 36%. Jonah replied with “so your company is making 36% more money from your plant, just by installing some robots?” Alex said no and Jonah asked again “was your plant able to ship even one more product per day as a result of what happened in the departments where the robots were installed?” Alex answered again with a no while Jonah asked again if the plant has fire anybody and if the inventories go down but Alex’s answers are no. Jonah again asked “with such high efficiencies you must be running your robots constantly? Alex said yes and Jonah continued with predictions that the plant’s inventory is very high and Alex’s plant can not deliver products on time. Jonah added that Alex thinks he is running an efficient plant but he is not.

The one and only goal for any company should be to make money. Under the theory of constraints, everything that goes towards achieving that particular goal is productive and everything that doesn’t is unproductive. The first bit of advice Jonah gives to Alex involves the big picture view of what is wrong with the plant. Jonah mentions high inventories and failure to achieve shipping dates as most likely the main problems being faced, and asks Alex multiple questions, without giving answers. This back and forth between Alex and Jonah can be described as the socratic method. This method allows a series of questions to be asked but left up to interpretation, so there is no answer given, but critical thinking is required to find a solution. After this method works to perfection and Alex figures out the answer to these questions, he immediately sets up a meeting with an accountant and they outline what is needed such as increasing net profit, return on investment and cash flow.

Worthington Industries Inc. is a “global, diversified, metals manufacturing company” (Worthington Industries, Inc., 2016). The business plans to continue growth by implementing more manufacturing plants in different geographic locations. To do this, the business must strategically plan the implementation of the new plants in order to maintain quality while offering affordability to existing and new customers. As part of the implementation plan the objectives, functional tactics, action items, milestones, task ownership, and resource allocation will be discussed. There will be a need in changing management strategies to enhance successful outcome of the new communities. Some key success factors to ensure success is budget and forecasted financials. If indeed the environment factors such as economic hardships arise a contingency plan will be in place.

The author states," that a goal not written is just a wish," is stating that a goal that is not written is just a wish that you will try, but most likely not succeed because you forget or you don't try. A goal written down, that you will see every day will remind yourself, that I set a goal, that I need to accomplish.I once set a goal that I would work out and try to lose weight. I did not write this down, so naturally I forgot and was back to eating unhealthy and not working out. After being disappointed, I wrote it down and lost three pounds. I rate this quote as surprising. It was a new way that I had never tried before, and it is a great way to accomplish a goal. Everyone needs to write down their

Although Performance Management evolved from performance appraisals few decades ago, most literature still intensely focuses on performance appraisals when addressing performance management.

The book The Goal, written by Eliyahu M. Goldratt, is about the manufacturing process and how it works together to achieve the goals of a firm. The Goal is about science and education. It is an attempt to show that we can postulate a very small number of assumptions and utilize them to explain a very large spectrum of industrial phenomena. The Goal is about new global principles of manufacturing and people thinking logically and consistently about their problems and therefore able to determine “cause and effect” relationships between their actions and the results. In the process some of the characters in the book, Alex Rogo - who is the plant manager, Jonah - a physicist and old friend of Alex, Stacey Patazenik – who manages inventory

This case study is about B.R.Richardson Timber Products Corporation a lamination plant located in Papoose, Oregon. Part of the management team determined that there was a need for change in the organization and decided to reach out to Jack Lawler a management trainer and consultant for help. The issues which needed to be addressed were the low morale in the plant, the authoritative plant manager, and the fact that there was a resent fatality in the plant. Bowman was in charge of industrial relations at the plant and felt that a motivation course was needed.

Book Review of "Goal" 1. What is the problem? Alex Rogo was a plant manager at the Barrington Plant of Uniware, a division of UniCo. One day Bill Peach, division vice president visited his plant and found that there were lots of problems with schedule arrangement, quality, cost & inventory control in his plant. These problems had already made the organization lose money. At last Bill gave Alex three months to improve, otherwise, the plant would be closed. Three months?! That was all Alex Rogo was able to think about. Alex had to start to consider what was the goal of the manufacturing organization. What on earth was the GOAL of the manufacturing organization? Was it better customer service? Larger market share? Lower cost? High quality?