The Goal review

The Goal review

The Goal by Eliyahu M. Goldratt is a book revolving around Science and education. According to Eliyahu M. Goldratt, these two words have been abused so much that they no longer mean what they are intended to say (Goldratt, 1). For instance, Science, according to him, and some known scientists is not solely about the enigmas of natural surroundings or even about facts (Goldratt, 1).

Goldratt asserts that Science is a method we use to explain the existence of beliefs that can explain logical deductions that are present in many phenomena of nature. The name science comes up when we deal with subjects taught in school, such as physics and biology, when several aspects of life do not fall under these two. The Goal, therefore, is a trial illustrating the suggestion of a small number of expectations and their usage in trying to justify a large area of industrial occurrences. Attempts to show no particular thinking is required to develop a different science or expand the one present now (Goldratt, 2). “The Goal” “is about New global principles of manufacturing. It’s about people trying to understand what makes their world tick so that they can make it better” (Goldratt, 3). Here Eliyahu M. Goldratt explains the motives behind writing his book. He explains what the book is meant to achieve and what group of people would benefit from it.

Question 2

The two main plant areas that were the primary bottleneck as predicted by Jonah were problems of high inventories and not meeting the dates that were set for the shipping to be done. A bottleneck refers to an area where capacity does not meet demand, Alex and his teams realize these places where capacity does not meet demand, like; the slow kid Herbie on the hikes. These realizations go with the idea connected to rearranging the plant just like he had done with the walk. Production is a procedure, and this makes it impossible to be moved around so effortlessly (Goldratt, 143). A lot of systems depend on the previous ones to be capable of completion of the next. He would need other machines, which take more capital, and division is not going to accept that decision (Goldratt, 143). “Because if you keep it equal to demand and the market demand goes down, you’ll lose money,” says Jonah. “But that’s a fine point. Speaking fundamentally, the bottleneck flow should be on a par with demand” (Goldratt, 145). Jonah sheds some light on how keeping the bottleneck flow equal to demand, he says that should the market demand go down, they would lose money.

Question 3

The efforts made to increase the flow of the bottleneck included; “we went ahead and made a list for both heat-treat and the NCX-10 as to which parts they each have to process and in what order—again, the same sequence of latest order to least late” (Goldratt, 178). Here Ralph says about what they did after Alex saying that all is left is for the parts to arrive. The heat treat and the NCX-10 are the essential processes in the plant. Getting more from the bottleneck current resources was their next step. After that, they were to redirect existing funds towards the bottleneck, by avoiding the production of more than the bottleneck could manage, thus preventing full inventory. Resources should be increased for the bottleneck only once its full potential has been realized. Finally, find the emerging constraint and return to the first step, identifying the bottleneck.

Question 4

The emphasis on cost efficiencies contributed to the problems in the plant because the machines which were of low quality needed continuous repair because they quickly broke down. Less input was placed on the production, but the high output was expected, which could not work because the input is rational to the output. In the long run, the machines had to be replaced to realize maximum productivity.

Question 5

Having in mind what has been covered in class, if I were Alex, I would invest in good machines from the beginning. I would have implemented the theory of constrains earlier to improve the plant’s operations. Concentrating more on the book’s idea that every cooperation has one goal, and that is what we strive to achieve, productivity. Anything that brings us closer to achieving it is termed as productive, whereas anything that does not bring about productivity is not productive. I would, therefore, identify all the productive areas and pump more into them as I try to lessen the activities that are not productive. I would also look deeper into the practice of throughput, inventory, and operational. With these three my plant would encounter close to no problem

Question 6

A bottleneck resource can be defined as an obstacle that is meant to smooth flow in a process (Goldratt 268). It is a resource or machine that has a lesser capacity or equal capacity to demand. For example, in a sweater knitting company with three engines, two working at a speed of ten sweaters per hour with one lagging with a production of four shirts per hour. The one with an output of four sweaters per hour is the bottleneck resource because it acts as an obstacle in the smooth production of the jerseys. This situation affects the overall production because instead of having thirty shirts in an hour, we have twenty-four shirts instead. The transforms into low production all through the day, week, month, and year. Every hour lost translates into a loss because it cannot be retrieved back. The bottleneck resource is the main reason for most losses in businesses. It should be identified on time and corrected to curb further losses. The Goal by Eliyahu M. Goldratt is a book revolving around Science and education. According to Eliyahu M. Goldratt, these two words have been abused so much that they no longer mean what they are intended to say (Goldratt, 1). For instance, Science, according to him, and some known scientists is not solely about the enigmas of natural surroundings or even about facts (Goldratt, 1).

Goldratt asserts that Science is a method we use to explain the existence of beliefs that can explain logical deductions that are present in many phenomena of nature. The name science comes up when we deal with subjects taught in school, such as physics and biology, when several aspects of life do not fall under these two. The Goal, therefore, is a trial illustrating the suggestion of a small number of expectations and their usage in trying to justify a large area of industrial occurrences. Attempts to show no particular thinking is required to develop a different science or expand the one present now (Goldratt, 2). “The Goal” “is about New global principles of manufacturing. It’s about people trying to understand what makes their world tick so that they can make it better” (Goldratt, 3). Here Eliyahu M. Goldratt explains the motives behind writing his book. He explains what the book is meant to achieve and what group of people would benefit from it.

Question 2

The two main plant areas that were the primary bottleneck as predicted by Jonah were problems of high inventories and not meeting the dates that were set for the shipping to be done. A bottleneck refers to an area where capacity does not meet demand, Alex and his teams realize these places where capacity does not meet demand, like; the slow kid Herbie on the hikes. These realizations go with the idea connected to rearranging the plant just like he had done with the walk. Production is a procedure, and this makes it impossible to be moved around so effortlessly (Goldratt, 143). A lot of systems depend on the previous ones to be capable of completion of the next. He would need other machines, which take more capital, and division is not going to accept that decision (Goldratt, 143). “Because if you keep it equal to demand and the market demand goes down, you’ll lose money,” says Jonah. “But that’s a fine point. Speaking fundamentally, the bottleneck flow should be on a par with demand” (Goldratt, 145). Jonah sheds some light on how keeping the bottleneck flow equal to demand, he says that should the market demand go down, they would lose money.

Question 3

The efforts made to increase the flow of the bottleneck included; “we went ahead and made a list for both heat-treat and the NCX-10 as to which parts they each have to process and in what order—again, the same sequence of latest order to least late” (Goldratt, 178). Here Ralph says about what they did after Alex saying that all is left is for the parts to arrive. The heat treat and the NCX-10 are the essential processes in the plant. Getting more from the bottleneck current resources was their next step. After that, they were to redirect existing funds towards the bottleneck, by avoiding the production of more than the bottleneck could manage, thus preventing full inventory. Resources should be increased for the bottleneck only once its full potential has been realized. Finally, find the emerging constraint and return to the first step, identifying the bottleneck.

Question 4

The emphasis on cost efficiencies contributed to the problems in the plant because the machines which were of low quality needed continuous repair because they quickly broke down. Less input was placed on the production, but the high output was expected, which could not work because the input is rational to the output. In the long run, the machines had to be replaced to realize maximum productivity.

Question 5

Having in mind what has been covered in class, if I were Alex, I would invest in good machines from the beginning. I would have implemented the theory of constrains earlier to improve the plant’s operations. Concentrating more on the book’s idea that every cooperation has one goal, and that is what we strive to achieve, productivity. Anything that brings us closer to achieving it is termed as productive, whereas anything that does not bring about productivity is not productive. I would, therefore, identify all the productive areas and pump more into them as I try to lessen the activities that are not productive. I would also look deeper into the practice of throughput, inventory, and operational. With these three my plant would encounter close to no problem

Question 6

A bottleneck resource can be defined as an obstacle that is meant to smooth flow in a process (Goldratt 268). It is a resource or machine that has a lesser capacity or equal capacity to demand. For example, in a sweater knitting company with three engines, two working at a speed of ten sweaters per hour with one lagging with a production of four shirts per hour. The one with an output of four sweaters per hour is the bottleneck resource because it acts as an obstacle in the smooth production of the jerseys. This situation affects the overall production because instead of having thirty shirts in an hour, we have twenty-four shirts instead. The transforms into low production all through the day, week, month, and year. Every hour lost translates into a loss because it cannot be retrieved back. The bottleneck resource is the main reason for most losses in businesses. It should be identified on time and corrected to curb further losses.