The Goal is a management-oriented novel by Eliyahu M. Goldratt , a business consultant known for his theory of constraints , and Jeff Cox, a best selling author and co-author of multiple management-oriented novels. This book can be used for case studies in operations management, with a focus geared towards the theory of constraints, bottlenecks and how to alleviate them, and applications of these concepts in real life. Like other books by Goldratt and by Cox, The Goal is written as a piece of fiction. The main character is Alex Rogo, who manages a production plant owned by UniCo Manufacturing, where everything is always behind schedule and things are looking dire.
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La Meta by Eliyahu M. Ele tem a sorte de encontrar um contemporaneo de escola, Jonah, que o ajuda a desvenciliar-se da tradicional maneira de pensar e identificar o que precisa ser feito. Eliyahu M. Engineers' Digest "Leitura compulsoria Get A Copy. Paperback , pages. Published December 1st by North River Press first published More Details Original Title. Other Editions 2. Friend Reviews. To see what your friends thought of this book, please sign up. To ask other readers questions about La Meta , please sign up.
Jason Convince management at your company that everyone should read it, assuming that they will then buy several copies to share. This book was written before lean came into picture as a concept that can be applied and reaped by larger audience and TOC was established in mid 60's but it was not put up in easy to understand perspective and was in form of journals and papers but this book made it common sense for common man and was pushed by American Manufacturers to their employees, which helped them to define new way of cost measuring and defining the competitive priorities in context to their strategic goals.
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Sort order. Start your review of La Meta. It is hard for me to find the right tone to review this book, perhaps I'll open by saying that of all the business books I've read this remains the most approachable, and possibly also the best value for money once the case studies in the interview with the author at the end of the book in this edition are taken into account.
Really it is built around a very simple insight - that the speed of a convoy is determined by the slowest ship, what the book does is demonstrate the effect of consistentl It is hard for me to find the right tone to review this book, perhaps I'll open by saying that of all the business books I've read this remains the most approachable, and possibly also the best value for money once the case studies in the interview with the author at the end of the book in this edition are taken into account.
Really it is built around a very simple insight - that the speed of a convoy is determined by the slowest ship, what the book does is demonstrate the effect of consistently applying this insight to the workings of a business. This is the basis of Goldratt's theory of constraints. On the whole human life exists within the triple constraints of time, cost and quality view spoiler [I'm too lazy to think up any exceptions, but I've left the claim neutral in case any crop up - cost understood broadly ie there was a labour cost to building the pyramids even though that society had no money hide spoiler ].
For example if a house is built quickly at low cost the quality will be low, if you want a high quality house built quickly you have to be prepared to pay for it, or compromise on the time it will take. Goldratt has the idea of focusing on a constraint and redesigning the business around it.
The Goal is a novel, a groanworthy and terrible and didactic novel, a combination which makes it a success because it doesn't take itself entirely seriously view spoiler [unlike the worthy, but painful The Seven Habits of Highly Effective People , or methodological rubbish like From Good to Great hide spoiler ].
I cannot recommend reading this book highly enough as an opener to thinking about the flow of work through organisations, how organisations succeed or become dysfunctional.
It's intended as a gentle introduction to the Theory of Constraints, but also opens the door to systems thinking. Editions with the extra interviews with how different businesses have applied Theory of Constraints are particularly enlightening and worth getting hold of. The one message of the book that I found especially interesting was that eventually the greatest constraint on the fictional business in the novel is not its potential productivity but the capacity of the market to absorb its products.
What I find interesting is that this is a message about the limits of the market in a business book. Maybe the boosters are correct and the ability of capitalism to invent products is near unlimited, maybe potential economic expansion could be extremely great however all that is irrelevant. The determining factor will be the size of the market. Or the inventiveness of advertisers to persuade us to want more junk. There is a sequel: It's Not Luck which I don't find as successful a novel, partly because it is less groan-inducing and more worthy in tone but also because it doesn't go through the steps of the characters problem solving efforts in the same level of detail.
I suppose one reason why I am enthusiastic about The Goal is the part it plays in my thinking about the Industrial Revolution. There was nothing new in principle about the technologies of steam power, what changed was the ability of the market to consume - producing more is a high road to insolvency unless you can find the customers to buy your product. There maybe is the key, the world of The Goal , like our own, operates in a particular historical and sociological context, rather than a fantasy in which economic growth "to infinity and beyond", in the immortal words of Buzz Lightyear, is the solid basis in which all assumptions are rooted.
An example of the realism of the thinking view spoiler [at least from my own point of view hide spoiler ] in The Goal is that at one point the protagonist is faced with the possibility of a price war - competing with other manufacturers on the basis of price alone - but this is something that he doesn't want to do.
By contrast I notice from time to time the adverts for a UK furniture store which promise the purchaser that they will have nothing to pay for a year, four years free credit, or even both. A market strategy predicated on a loving relationship with their funders. Then again it strikes me from time to time just how fantastical real life is.
On the other hand there's a more basic reason why I like it. I was never any good at Maths in school and so it was from this book that I learnt that when looking at figures if the answer looks wrong, what you need to do is think about the assumptions rather than just check the calculation.
It is impressive where adding up the wrong figures in the right way will get you, individually or as a society. View all 14 comments. Shelves: business , nonfiction , leadership. Great explanation of the theory of constraints and operations management.
It's a business classic- first published in - but still relevant as it gets at the fundamentals. Did we really need the side story about the protagonists marital issues? One of the biggest takeaways from this book is that it's incredibly important to set the right goals to manage a complex operation. This soun Great explanation of the theory of constraints and operations management. This sounds obvious and intuitive, however it's actually much harder than most people think, and easy to get wrong.
It gets down to the question of: is everyone working on the "right things". The things that will lead to the business making the most money. It's too easy to find a things that are easily measurable and saying "this thing is correlated with our success, so let's focus on it". It sounds like "cost accounting" fit into that bucket.
Focus on making money! One of the key concepts of the book is that focusing on throughput rather than costs will yield much better results. My company produces software and not physical products, but each feature we develop definitely has steps it has to go through: creating the concept, research, spec, design, implementation backend and client , testing, QA, measure results, analyze them, iterate, etc.
Focusing on where the bottlenecks are with that process can help us move faster. And every startup needs to be moving fast - and not just at building - we need to be doing build, measure, learn as fast as we can. People should be working full time right? But a system can only run at the speed of the slowest bottleneck, so non-bottlenecks will by definition have spare cycles, and it's important to keep them open for the important work and not fill it up with unimportant stuff that will bog them down when you actually need them on the important stuff.
I've seen this happen many times in software. An engineer finishes a project, and the big important project coming from the design team isn't done yet, so he picks up something small in the meantime.
The next day that big important project is ready to go, but the engineer only needs "one more day" to finish this thing he started. And then that day becomes two and then three because we didn't count QA. And then we've lost 3 days on our most important project for another project that doesn't matter at all.
Add that up across a large number of developers, and you've lost a lot of time. The theory of constraints is not limited to manufacturing, as the author shows. In the end, he is advocating it as a method or process of learning. STEP 1. STEP 2. Decide how to exploit the bottlenecks.
STEP 3. Subordinate everything else to the above decision. STEP 4. STEP 5. If, in a previous step, a bottleneck has been broken go back to step 1. View all 4 comments.
Frases de Eliyahu M. Goldratt