Eliyahu Goldratt's The Goal

The Goal by Eliyahu M. Goldratt is about a plant manager named Alex Rogo and his quest of knowledge to make his company profitable again. Alex does this while battling family issues at home with his wife. In the beginning, Alex has no idea where he is going to start or even understand why they are losing money. Everything that he reads according to the numbers of the company says that he is running a very efficient company.

The main character in “The Goal”, Alex Rogo, manages a production plant that is unprofitable and not efficient with its resources. Alex is given a short amount of time to turn the operations at the plant around and make it an efficient, successful production plant. Throughout the book, Alex Rogo speaks to Jonah a number of times and learns a great amount of information from him. The first significant time that Alex and Jonah spoke was during their chance meeting at an airport lounge. During this conversation, Alex learned a great deal about productivity and goal setting. Jonah explains to Alex that a company has one goal and that the manager must be open about the goal. Jonah then discusses the definition of productivity with Alex and tells him that the true definition is bringing a company closer to its goal that it has set. Among these concepts that Alex learned, he also learned more about his own management style and how it could be improved. Alex learned that he must question common concepts regarding managing and that he must think differently in order to be successful.

Being the Operations Executive new on board, I am commissioned by the top management to perform a detail scan on the nature of operations management within the organization

This assignment had to be written for the class of Management and Organizations at Stenden University, course IBMS, first year. We had a group of 6 and had to work it out together. We were enjoying getting into the world of IKEA, the world’s most furniture store on the market.

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.

The Goal, a fictional novel written by Eliyahu M. Goldratt, introduces the reader to a plant manager of a production plant within the UniCo Manufacturing group, Alex Rogo, who is experiencing consistent problems in meeting targeted production levels. Faced with an ultimatum, ta turn his plant profitable in three months, Rogo seeks guidance from a distant acquaintance of his, Jonah, an old physics professor. This consultancy introduces concepts that will constitute cornerstones of Rogo’s strategy to turn the plant around. These concepts are also applied successfully by Rogo in the alternative story-line of his marital life.

Describe how the emerging concept of the triple bottom line can be used to enhance operations management at the company. Be sure to address each component of the triple bottom line.

But then again, the goal isn't clear to everyone. One of the characters in the book, an accountant, responds to an offhand comment about the goal with a confused "The goal? You mean our objectives for the month?" That's sure to strike a chord with a lot of readers.

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

“The Goal” is a book written by Eliyahu M. Goldratt and Jeff Cox in 1984. The book is very famous in the management field. In 2004, the author published the third revision of it and celebrated selling over than three million copied of it around the world. Also, the goal book is taught in over than 120 collages. The book was recommended by my professor to be read and summarize as an extra credit.

Dmitri Brodsky, Konigsbrau’s commercial director, did not share Keller’s enthusiasm for developing close relationships with the sales force and the distributors. He was more of an analytical type who preferred an arms-length relationship. Brodsky was extremely thorough and had excellent technical skills. He was very good at organizing and developing controls. He had recently redesigned the sales force organization and the information and control systems. However, Keller felt he took much too long to do it, and that it only got

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?

The critical issue facing Arck Systems is attempting to figure out how to best manage the Lux sales team. While reviewing the plan, Mynor noticed that “top guns” at Lux make 30 times more than the average salesperson. Whereas the best sellers at Arck make only 4 or 5 times more than the average salesperson. He understands that the sales approach differs from Arck because it requires a more personable approach, rather than a technical one. If he decides to change the compensation plan, he needs to be able to anticipate how the sales people react. And predicting or anticipating reactions is a near impossible task.

The goal is a very interesting story. It is more about a plant manager who faces personal and professional challenges. Alex earns a master’s degree in both Engineering and Business Administration. He works as Engineering Manager at UNICO Company, which produces a variety of finished goods for another plant and used as component item. His logical philosophy, family issues, and top management pressure makes him a creative and successful manager in the world of business.

One major problem was the resignation of one of the company’s top salesmen who had the most difficult territory (9963), effective at the end of the year. If he shifts one of the more experiences salesmen into that area, it would disrupt service in an additional territory, which was undesirable because it took several months for a salesman to build up a good rapport with customers. This decision would affect the