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The Goal: A Process of Ongoing Improvement Paperback – Jul 1 2004


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Product Details

  • Paperback: 384 pages
  • Publisher: North River Press; 3 edition (July 1 2004)
  • Language: English
  • ISBN-10: 0884271781
  • ISBN-13: 978-0884271789
  • Product Dimensions: 2.8 x 16.5 x 23.5 cm
  • Shipping Weight: 658 g
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (15 customer reviews)
  • Amazon Bestsellers Rank: #82,467 in Books (See Top 100 in Books)


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5 of 5 people found the following review helpful By Avinash Sharma, The Yogic Manager on March 23 2008
Format: Paperback
Eliyahu Goldratt's "The Goal" is an entertaining novel and at the same time a thought provoking business book. The story is about a plant manager, Alex Rogo, whose plant and marriage are going downhill. He finds himself in the unenviable position of having ninety days in which to save his plant. A fortuitous meeting with an old acquaintance, Jonah, introduces him to the Theory of Constrains (TOC). He uses this new way of thinking to ...
TOC postulates that for an organization to have an ongoing process of improvement, it needs to answer three fundamental questions:
1. What to change?
2. To what to change?
3. How to cause the change?
The goal is to make (more) money, which is done by the following:
1. Increase Throughput
2. Reduce Inventory
3. Reduce Operating Expense
Goldratt defines throughput (T) as the rate at which the system generates money through sales. He also defines inventory (I) as everything the system invests in that it intends to sell. Operating expense (OE) is defined as all the money the system spends in order to convert inventory into throughput.
The author does an excellent job explaining his concepts, especially how to work with constraints and bottlenecks (processes in a chain of processes, such that their limited capacity reduces the capacity of the whole chain). He makes the reader empathize with Alex Rogo and his family and team. Don't be surprised if you find yourself cheering for Alex to succeed.
The importance and benefits of focusing on the activities that are constraints are clearly described with several examples in "The Goal". One example from the book is the one in which Alex takes his son and a group of Boy Scouts out on a hiking expedition. Here Alex faces a constraint in the form of the slowest boy, Herbie.
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4 of 4 people found the following review helpful By Doug Kyle on Dec 3 2009
Format: Paperback
The Goal is a fantastic business novel that wraps up a whole lot of common sense that most of us miss. The novel follows Alex Rogo, a manager in a manufacturing plant that is in danger of going out of business as he and his team figure out how to get back into the black and making money. Aside from being a reasonably well written novel, the advice provided through out the book is great and has application in many more areas of business and industry than just manufacturing.

The first point of common sense it comes to is the goal of any business. In its simplest form, the goal of every business should be to make money. This gets elaborated on more in the statement: The goal is to make money by increasing net profit while simultaneously increasing ROI and simultaneously increasing cash flow. This is done through these areas:
Throughput: the rate a system generates money through sales. This is your money coming into the system.
Inventory: all the money that the system has invested in purchasing things which it intends to sell. This is money stuck in the system.
Operational Expense: All the money the system spends in order to turn inventory into throughput. This is the money going out of the system.

While all of this will likely make sense to anyone in business, the even more valuable lesson learned within the book is the importance of measuring these three areas and NOT worrying so much about irrelevant measurements, which is pretty much every other measurement we seem to use. Examples of what not to measure in manufacturing seemed to focus around efficiencies and keeping people busy while in software, it would be common measurements such as lines of code written per hour or a daily defect fix rate.
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1 of 1 people found the following review helpful By alks on Oct. 4 2011
Format: Paperback
I recommend this book with all my heart to the regular folk, especially to ones that find themselves putting fires out daily. I love the fact that you have to make your own deductions to learn anything out of the book, which then stays with you for a life time. Nothing is put in front of you in a silver plate. I praise Mr. Goldratt.
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This management book is written as a good detective novel that can be read at one or two sittings. It also packs a punch in terms of management principles that go well beyond the manufacturing environment that it describes, and then deals with in detail. The management principles are shown to be implementable in a wide variety of situations for profit and for people. For example, it begins by showing how a limited goal, such as making money, can be translated into increased productivity, innovation and other worthy goals, all with this most inviting approach: business and life as a novel. It was recommended by my son-in-law when I asked if there was a book that invited students to study business, rather than telling them. I'm going to try and make 'The Goal' standard reading for my senior business and ethics classes.
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It's written as a novel which allows for easy reading. I like the analogies used to depict the theories in easy to understand examples. It's a good look into what manufacturers experience on an ongoing basis.

Enjoy
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By Kira Leskew on Oct. 18 2013
Format: Kindle Edition Verified Purchase
Everyone reads it, and says that it makes sense, but hardly anyone does it. Doing it is the power. Concepts apply to any business of process, although project-oriented stuff requires a new level. This book will still help with basic understanding of the building block concepts. Easy read, well-written and entertaining.
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