The Goal
The Goal
Eliyahu M. Goldratt
Jeff Bezos
Part of "Jeff's Reading List."
Trung Phan
About the Operations industry. - Trung Phan
Kevin Systrom
About basically manufacturing and supply chain management. It sounds really boring, but I promise you it’s really good. - Kevin Systrom
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The Goal

The Goal: A Process of Ongoing Improvement

Eliyahu M. Goldratt
By
Eliyahu M. Goldratt
4.1
3109
ratings on Goodreads

In the heart of the industrial landscape, "The Goal" by Eliyahu M. Goldratt unfolds as a compelling journey into the depths of corporate struggle and personal determination. Through the eyes of Alex Rogo, a plant manager pushed to the brink of professional and personal ruin, readers are thrust into an enthralling narrative that blurs the lines between fiction and reality. With his factory spiraling toward disaster and his marriage teetering on the edge, Alex is given a mere ninety days to turn the tide of fate and save his plant from closure. The stakes could not be higher, as the looming specter of job losses and personal failure haunts every decision he makes. It is only with the unexpected re-entry of Jonah, an old acquaintance and voice of unconventional wisdom, that Alex begins to question the very foundations of his managerial approach. What follows is a radical rethinking of his strategies, guided by the principles of the Theory of Constraints (TOC). "The Goal" transcends the boundaries of a mere business novel to become a riveting tale of challenge, triumph, and the relentless pursuit of success against all odds. Goldratt's masterpiece is not only a testament to the power of innovative thinking in the face of adversity but also a must-read for anyone seeking to understand the essence of management and the path to achieving seemingly impossible goals.

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Released
1984
1 Jan
Length
384
Pages

3

recommendations

recommendation

About the Operations industry. - Trung Phan
About basically manufacturing and supply chain management. It sounds really boring, but I promise you it’s really good. - Kevin Systrom
Part of "Jeff's Reading List."
STEP 1. Identify the system’s bottlenecks. (After all it wasn’t too difficult to identify the oven and the NCX10 as the bottlenecks of the plant.)STEP 2. Decide how to exploit the bottlenecks. (That was fun. Realizing that those machines should not take a lunch break, etc.)STEP 3. Subordinate everything else to the above decision. (Making sure that everything marches to the tune of the constraints. The red and green tags.)STEP 4. Elevate the system’s bottlenecks. (Bringing back the old Zmegma, switching back to old, less “effective” routings. . . .)STEP 5. If, in a previous step, a bottleneck has been broken go back to step 1.
— Eliyahu M. Goldratt, The Goal

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