Through easy-to-read discussions, logical diagrams and an addictive downloadable simulator, this book will help you translate the contents of The Goal into workable procedures in your own organization.
THIS BOOK DOES FOR RETAILING WHAT GOLDRATT'S INTERNATIONAL BEST-SELLER, "THE GOAL" DID FOR MANUFACTURING.
A breakthrough solution is exposed when some unexpected events force Caroline and Paul, a married couple working for their family's retail business, to make a few small changes in the way things are done. A solution that propels the family's regional chain of stores into a very profitable, rapidly growing, international enterprise. If there is a hint of Jonah, from THE GOAL, reappearing in this novel, it is Henry, the soon-to-retire president and majority owner of the company who logically states that, "if you do not deal directly with the core problem, don't expect significant improvement." Eli Goldratt's Theory of Constraints is woven throughout this book but answers are not handed to you. The reader, along with the characters in the book, work through the process together to discover solutions.
The elegant but simple solutions give the reader that sensation that followers love about Goldratt: "Ah-ha! Now I get it!" And that's when Goldratt says: "Isn't It Obvious?"
Author(s): Eliyahu M Goldrat;Ilan Eshkoli;Joe Brownleer
Over 2 million copies sold! Used by thousands of companies and hundreds of business schools! Required reading for anyone in the Theory of Constraints. This book, which introduces the Theory of Constraints, is changing how America does business. The Goal is a gripping, fast-paced business novel about overcoming the barriers to making money. You will learn the fundamentals of identifying and solving the problems created by constraints. From the moment you finish the book you will be able to start successfully addressing chronic productivity and quality problems.
This book, which introduces the Theory of Constraints, is changing how America does business. The Goal is a gripping, fast-paced business novel about overcoming the barriers to making money.
In this classic text, Taiichi Ohno—inventor of the Toyota Production System and Lean manufacturing—shares the genius that sets him apart as one of the most disciplined and creative thinkers of our time. Combining his candid insights with a rigorous analysis of Toyota's attempts at Lean production, Ohno's book explains how Lean principles can improve any production endeavor. A historical and philosophical description of just-in-time and Lean manufacturing, this work is a must read for all students of human progress. On a more practical level, it continues to provide inspiration and instruction for those seeking to improve efficiency through the elimination of waste.
This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.
Eliyahu M Goldratt, the author of The Goal, elaborates on his theories in his non fiction audio. He discusses how to implement his ideas and addresses some of the most asked-about elements, including: the basic assumptions of TOC; and why management assumptions must be changed to obtain lasting, bottom-line results.
In 12 new essays, ranging from the provocative to the practical and written specially for the second edition of Gemba Walks author and management expert Jim Womack reflects on the past 30 years of lean, and assesses the current state of lean today.
He also shares thoughts on how lean thinking and practice can continue to make the world a better place by gaining traction in areas such as government and healthcare, provides practical guidance for how leaders everywhere can realize the full benefits of a lean management system, and shares hope for continued improvement on the path to better work and more value.
Over the past 30 years, Womack has developed a method of going to visit the gemba at countless companies and keenly observing how people work together to create value. He has shared his thoughts and discoveries from these visits with the lean community through a monthly letter. With Gemba Walks second edition, Womack has selected and re-organized his key letters, as well as written 12 new essays.
Gemba Walks shares his insights on topics ranging from the application of specific tools, to the role of management in sustaining lean, as well as the long-term prospects for this fundamental new way of creating value. Reading this book will reveal to readers a range of lean principles, as well as the basis for the critical lean practice of: go see, ask why, and show respect.
• whatever happened to Toyota and what happens next to lean?
• how lean got its name 25 years ago; a special essay co-authored by Jim and John Krafcik, president and CEO, Hyundai Motors America
• work, management, and leadership -- what is the real work of the lean leader?
• don't offshore or reshore -leanshore
• why companies need fewer heroes and more farmers (who work daily to improve the processes and systems needed for perfect work and who take the time and effort to produce long-term improvement)
• how "good" people who work in "bad" processes become as "bad" as the process itself
• how the real practice of showing respect comes down to helping workers frame and solve their own problems
• how the short-term gains from lean tools can be translated to enduring change from lean management.
• how the lean manager has a "restless desire to continually rethink the organization's problems, probe their root causes, and lead experiments to test the best currently known countermeasures"
By sharing his personal path of discovery, Womack sheds new light on the continued adoption and development of the most important new business system of the past fifty years. His journey will provide courage and inspiration for every lean practitioner today.