Essay on Summary of The Goal

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

I would like to pursue counseling as my career and become a successful leader in the field. I have always had a passion to assist people in emotional distress. As a qualified professional in the counseling field, I would be able to identify their problems as well as offer them the most appropriate solutions that may help them deal with their situations. However, working as a professional counselor requires that I possess the relevant skills and knowledge that would enable me to offer quality services in which I think that I can obtain the skills at Capella University. As a

Some people say that with dedication, persistence, and time people can accomplish any goal. Others say that people are limited in what they can accomplish and need to be realistic when setting goals.

Jonah shows that they can use the same method to develop a release system for materials throughout the system. By knowing when the bottleneck parts will reach final assembly, the release of the non-bottleneck materials can be timed to coincide along the other routes. Then Jonah indicates that after load balancing is performed to meet market demand without excess production, the next logical step is to reduce the batch sizes to reduce the total capital commitment used during production. Reduction in batch sizes also reduces the total time spent in work-in-process. Less time spent in production increases the speed of throughput as well as a faster turn-around on customer orders. Shorter lead times result in better response to the market demands. (Jackson, Goldratt, Cox, & American Media Incorporated, 1995)

Drawing characters, backgrounds, rims, cars, or trucks spends most of my pastime. In addition to drawing, I would also like to partake classes in Animation. Art directors earned $56,880 in 2000, and the highest 10% made more than $109,440 dollars. Artist work about 40 hours a week, but during busy periods, they work overtime to meet deadlines.

The scenario begins with Bill Peach, the VP of UniCo, giving Alex an ultimatum of showing improvements in production

Alex comes up with the consensus that the “Goal” of his business and many others is to increase net profit while simultaneously increasing return on investment and their cash flow at the plant. This basically means to make money. These three measurements can be achieved by looking closer into his second set of measurements. Alex specifically must find a way to increase throughput while at the same time decreasing it inventory and operational expenses. All three of these measurements must be cautiously monitored since they all rely on each other to be obtained in balance. Factors that cause throughput, inventory, and operational expenses to become unbalanced are excess manpower and balance capacity of the demand of resources in the market.

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.

Out of the three goals, (Personal, educational, and professional) I chose two of the goals that I am focusing on and that is my personal and educational goals. For my personal goals, I want to create a big picture of what I plan to do in life. Then I want to break them down in order to reach my goals, then once I have them together, then I would start working on them to achieve them. For example(Specific and Measurable goals), I plan on finding a job that has great benefits and the best rate of pay, and one that does not require working on weekends(Monday-Friday only), and not working overtime.

First of all, in order to achieve short term goals for career enhancement as well as role preparation the following criteria must be met so that my goals can be as attainable as possible in a realistic and productive fashion. Moreover, in order to properly teach high school students and or future nurses, a well-organized focus of life-long learning initiatives, personal goals, educational goals, along with the integration of the teaching-learning process need to be implemented in my PDP plan (Billing & Halstead, 2016). MOOPIL (Massive Open Online Professional Individual Learning), educators employed with SAISD have the opportunity to receive a free 20 hour online course at A&M University. This course is an online virtual professional development course, centered on providing the educator insights towards the following: effective instructional approaches, comprehensive pedagogy, integrating standard-aligned course work, empowering the change agent, and instructional leadership (A&M, n.d.).

Decrease the unit of work. If you've got people idle, you can afford to have them do their work in smaller chunks. Under a cost-accounting model, this hurts their "efficiency" by removing certain economies of scale. But you have much faster turn-around time. Everyone's more flexible. Work flows more smoothly. (Well, this is what the book says.)

This is the tale of a young plant manager Alex Rogo who has started a new job in his hometown at a company called UniCo Alex that is currently under the management of Bill Peach. At UniCo the product manufactured by them is machined assemblies. UniCo is at the time not doing well, in fact, it is two months behind schedule. Alex Rogo is given three

These two bottlenecks constrained the whole process. Alex and his colleagues were happy to identify two "Hebie"s, NCX-10 and Heat Treatment Department, which bottlenecked a flow sufficient to meet demand and make money. So the only thing to do was to find more capacity. To increase the capacity of the plant was to increase the capacity of only the bottlenecks. To increase the capacity of bottlenecks did not mean to install new machine, but to find the hidden capacity. With the help of Jonah, Alex found the NCX-10 had 1-hour idle time, as the union contract stipulated that there must be a half-hour break after every four hours work. The hours lost in the breaks of NCX-10 were enormously expensive because the throughput for the entire plant had been lowered by the bottleneck. The problem of the second "Hebie", heat treat, was that they didn 't make the bottleneck work on the parts contributed to throughput and many products were unable to be shipped without the parts in pile for treatment. What was more, they only did most inspections prior to final assembly but never inspected the parts before bottleneck. It easily let defects go through bottleneck and lost time in the bottleneck could not be recovered. The cost of one hour lost in these two bottlenecks is the cost of an hour lost in the system, which is computed as the total expense of the system divided by

2: Another component in the designing products is the maximization of the number of adequate products produced by having Quality control process moved to the beginning of the bottleneck so that the bottleneck only process good parts.

Initially the manufacturing companies around the world focused on the output and carried out the production process where everyone worked on a single product and then moved to the other product which was time consuming. The manufacturing companies could not meet the demands as time taken to produce is high. Henry Ford of the Ford car manufacturing company introduced assembly line system and mass produced cars as the demand for cars at that point of time was high. This drastically reduced time to produce them. He hired people and trained them to specialize in a single field. Thus different people worked on different fields according to their specializations which improved the efficiency and speed of production. In the early 1900’s Toyota Production System (TPS) of Japan tried to use the same method but was not successful as the market demands were different. It then introduced Lean production system which focuses solely in providing greater value to the customers and