The Goal, Eli Goldratt's first book lays the basis for the THEORY OF CONSTRAINTS. The Goal was a runaway best-seller with many managers totally identifying themselves with Alex Rogo, the hero in the story. Many tried to implement the revolutionary management principle, The Theory of Constraints, unsuccessfully, with a few exceptions
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|Publisher||Productivity and Quality Publishing Pvt Ltd|
|Author||Eliyahu M. Goldratt|
The Goal, Eli Goldratt's first book lays the basis for the THEORY OF CONSTRAINTS. The Goal was a runaway best-seller with many managers totally identifying themselves with Alex Rogo, the hero in the story. Many tried to implement the revolutionary management principle, The Theory of Constraints, unsuccessfully, with a few exceptions. While most readers could perceive and agree with the "common sense" of The Goal, they nevertheless had difficulty implementing the Theory of Constraints, for they could not identify the real constraint - they continued to try to improve everything they knew how to improve, they continued to justify investments based on cost calculations, they continued to make decisions based on product-cost impact. However, they continued to ignore the fundamental difference between a transfer batch and a process batch, they even continued to measure efficiencies and variances. And this was done even in companies where the President made The Goal mandatory reading! Why? The obstacles, identified, being: ? Lack of ability to propagate the message throughout the company ? Lack of ability to translate the learning from the book into workable practices ? Lack of ability to persuade the decision makers to allow the change of some of the measurements. Goldratt's answers for overcoming these obstacles were in the form of a precise verbalization of the need to change the measurements and the rules of logistical procedure; Drum-Buffer-Rope and the Buffer Management principles. Once again, many managers did not get the expected benefits. So Dr. Goldratt developed a computer game. A game is probably easier to understand than a story. It is in the form of a computer simulation - where a factory situation is simulated. He called the book Production the TOC Way. We present the Production the TOC Way along with a work book and the computer simulation. This book is a must for all those anxious and eager to implement The Goal.
MY SAGA TO IMPROVE PRODUCTION
WHAT SHOULD YOU EXPECT?
PART ONE : THE CORE PROBLEM
1. WHERE TO START?
2. WHY IS IT DIFFICULT TO MANAGE PRODUCTION THE COMMON VIEW
3. RETHINKING THE COMMON VIEW
4. THE SIMULATOR
5. MANAGING A "PARADISE ENVIRONMENT"
6. WHAT MIGHT THE CORE PROBLEM BE?
7. THE EFFICIENCY SYNDROME
8. THE "COST WORLD" AND THE "THROUGHPUT WORLD"
9. THE BATCH SIZE SYNDROME
10. THE ROLE OF THE ORIGINAL LIST OF REASONS
PART TWO : THE SOLUTION
11. WHERE CAN A SOLUTION POSSIBLY BE FOUND?
13. THE THROUGHPUT- WORLD PROCESS
14. EXERCISING THE PROCESS ON THE SIMULATED PLANT
15. DRUM - BUFFER-ROPE
16. BUFFER MANAGEMENT
17. THE V, A, AND T CONFIGURATIONS
18. INTRODUCING DRUM-BUFFER-ROPE AND BUFFER MANAGEMENT INTO
PRODUCTION THE TOC WAY WORKBOOK
PART ONE : THE PROBLEM
PART TWO : A SOLUTION
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