The Goal: a Process of Ongoing Improvement

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

Change Alex’s role to give him a position where he can work alone and his skills and competencies are aligned to the job.

On his way out he cannot stop thinking about what Jonah said about the importance of a company’s primary goal. Alex sets out to get pizza and a six pack of beer to clear his mind and discover what their goal is. Alex finally identifies that the goal is to make money and anything that will make them a more productive manufacturer. Following his realization Alex decides to head back to the plant. While at the plant he coincidently meets with the plants accountant Lou. They reach the conclusion that in order to accomplish the set goal the plant will have to increase net profit and increase return on investment and cash flows.

In this company, the CEO, Harold Redd, was driven to implement some change because the organization consisted of workers who only had basic skills in computer assembling and troubleshooting. Given that the company had very few

Alex and his team identified two bottlenecks in the plant. One is the NCX-10 machine and the other is the heat-treat process. There are two things that should be done, they have to make sure that the bottlenecks ' time is not wasted, and make the bottlenecks work only on what will contribute to throughput today. They understood that by using non-bottlenecks for efficiency, they have

Throughout the entirety of the book, The Goal: A Process of Ongoing Improvement, author Eliyahu M. Goldratt focuses on demonstrating the importance of the Theory of Constraints and what corporations should do in order to increase profits. A major term used throughout the novel is “throughput,” which according to the text, is “the rate at which the system generates money through sales” (Goldratt 60). Once a bottleneck machine in a production process is identified, there are multiple ways to increase throughput without expanding the physical capacity of the machine.

1. Why did Jonah suggest “balance the flow with demand” instead of “balance capacity with demand”? How does Jonah define "bottleneck resource"? Is bottleneck a bad thing to have? How did Alex identify the bottleneck resources in his plant? Why was he not able to compare the demand with the capacity to determine bottlenecks?

Alex Rogo in the novel The Goal, by Eliyahu M. Goldratt faces many issues when trying to save his failing plant. He has three months to turn the failing plant around. Rogo is on the verge of losing his job for having an unproductive plant. He is constantly dealing with emergencies at the plant because has a large backlog of customer orders, long lead times, angry customers and significant amounts of work-in-process inventory sitting around the plant. He has very expensive, up to date, supposedly “extremely productive” robots on his factory floor but something is not working correctly or the plant would not be failing like it is. Rogo wants and needs to improve his plant productivity. Rogo consultants with an old friend Jonah and ultimately

‘A bottleneck is any resource which is equal to or less than the market demand placed on it.’ To find out the bottleneck in the case, they’ve tried different ways.

The heart of this story is based around the life of Alex Rogo, Plant Manager for

Trying to capture all of the details in the executive summary to develop a successful improvement project was challenging. The summary was very helpful in gaining leadership support as it created a thorough picture of how the improvement project will create change and positive outcomes. The foot care project is designed to prevent serious complications, promote wellness, and avoid the high costs associated with the interventions. The most challenging part of the summary for me was determining how to evaluate the outcomes of the tools I was going to use to make sure the right data was being captured. Creating the right tools to achieve the best outcomes was the easier part of the two. Knowing how to evaluate the outcomes to make improvements

The novel “The Goal” by Eli Goldratt is an inspiring story of a manufacturing plant that seems to need some help staying afloat. The story explains the “Theory of Constraints” and concentrates on bottlenecks and constraints.

MDD affects millions of people and has a profound impact on the individuals and their families. Despite its adverse effects, ECT is a safe and effective treatment for MDD. With continual improvement in ECT and increased support from nurses, its adverse effects can be minimised while improving its efficacy.

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

There are several alternatives to solve the issue of Alex’s inability to lead and direct his team. The most extreme would be for Landon to take away Alex’s leadership position and use his talent as a regular member of a product team. Regarding this solution, Sam Glass hired Alex for his ability to shake things up and get things done. Therefore, this solution is not the best option, as he may become unhappy and leave to work for one of Alex’s present peers/competitors.