Fortunately, he bumped into his ex-Physics teacher, Jonah, who was now a specialist in organizational science. Alex was in turn given a moratorium: if he couldn’t turn his plant around in 3 months, it would be closed down.Īlex had no idea why his plant was losing money even though it had the technology, people, materials and market demand. If things didn’t improve in a year, the entire division would be sold off. Six months into the job, Al was shocked to hear that every plant in the division was losing money. The story centers around Alex Rogo (“Al”), a plant manager at UniCo Manufacturing who had been transferred to a loss-making manufacturing plant that was perpetually late with its orders. In this summary, we’ll outline some of these key ideas, including the Theory of Constraints and the Socratic approach.įor the full details, examples and tips, do get a copy of the book, or get a detailed overview with our complete book summary bundle. You can also apply the ideas in general management and in your personal life. In “The Goal: A Process of Ongoing Improvement”, Eliyahu Goldratt uses a story to explain several inter-related management concepts which are especially useful for operations management and strategic planning. In unstable, fast-changing environments, flexible operations and quick turnaround can offer real competitive advantages by allowing you to respond quickly to the market.
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