...According to the Goal: How Eliyahu Goldratt Helps Organizations Examine Their Processes to Achieve Maximum Results Author: Christian Winter Faculty Mentor: Vijay Vaidyanathan, Department of Engineering Technology, College of Engineering Department: Department of Engineering Technology, College of Engineering, & Honors College According to the Goal 2 Bio: Christian Winter was born in Frankfurt–Oder, Germany, and moved to the United States in 2002. He is currently pursuing a Bachelor of Science degree in Electronics Engineering Technology at the University of North Texas in Denton. Winter is a member of the Institute of Electrical and Electronics Engineers (IEEE) student branch at UNT, currently serving as the chairperson. He is also a member of the UNT Honors College, Tau Alpha Pi, Phi Kappa Phi, and the Golden Key International Honor Society. He was chosen for Who’s Who Among Students at American Colleges and Universities in 2004–2005. Winter received the Outstanding Electronics Engineering Student Award for the 2004–2005 academic year. On graduation, Winter plans to pursue a Master of Science in Electrical Engineering at the University of Texas at Dallas. He currently works as an engineering intern at Sanmina-SCI in Allen, Texas. According to the Goal 3 Abstract: Eliyahu Goldratt’s Theory of Constraints has helped companies around the world improve their profit margins by effectively managing business processes. Goldratt first introduced his theory in 1984 in...
Words: 3612 - Pages: 15
...effectively organize and operate to utilize existing resources to promote effective recovery and support States, Tribes and other jurisdictions affected by a disaster. B. The National Disaster Recovery Planning (NDRP) Division at Federal Emergency Management Administration (FEMA) Headquarters facilitates and coordinates RSF (Recovery Support Functions) activities and recovery planning at the national level, additionally, the RSF coordinating agency will commit to designating a senior level principal to serve as the RSF national coordinator, provide significant engagement and management for the RSF, and ensure ongoing communication and coordination between the primary agencies and support organizations. a. Dr. Eliyahu Goldratt’s Critical Chain Concepts (Course handout). II. Strategic Capacity Plan A. The National Disaster Recovery Framework (NDFR) aims to leverage and concentrate the effects of existing Federal resources, programs, projects and activities through an organization of Recovery Support Functions (RSFs) to promote effective recovery for affected communities before and after a disaster strikes. B. Operational costs of Federal recovery programs will continue to be borne by agencies from appropriations made for purposes, except those expense authorized for reimbursement...
Words: 1626 - Pages: 7
...Book Reviews: The Goal by Eliyahu Goldratt and Jeff Cox This book has been widely read by semiconductor manufacturing personnel since it was first published in 1984. It accurately describes the behavior of manufacturing facilities, including such fundamental concepts as bottlenecks, constraints, and the impact of variability. One reason why it has been so broadly read is that it frames these concepts in the guise of a novel. This makes the ideas easy to read and digest. The premise is that Alex, a factory manager, is given an ultimatum -- dramatically improve the performance of his factory in three months, or the facility will be shut down. Believing that traditional improvement strategies will never make enough difference in such a short time, Alex must resort to more desperate measures. He tracks down an old professor, now working as a consultant, and begs for advice. The advice of this consultant, Jonah, sets Alex and his team, on a journey. Instead of just giving them the answers, Jonah asks them questions, and refuses to give more help until each question has been answered. As Alex learns through this process, so does the reader. Some of the lessons of the book include the following. When you are productive you are accomplishing something in terms of your goals. Every action that brings a company closer to its goal is productive. The goal of a manufacturing organization is to make money. | Because of variability, a factory cannot be run at 100% of capacity. Or, as...
Words: 3231 - Pages: 13
...Analyzing “The Goal” as Fictional Case Study Abstract As a fictional case study, Eliyahu Goldratt’s novel about manufacturing, “The Goal: A Process of Ongoing Improvement,” presents a constraint-focused approach to production management. As a novel, the book does not emphasize the quantitative details of the plant improvements. However, a great amount of information about the plant is spread throughout the book. By collecting and analyzing this data, a concrete picture may be developed of the plant’s capacity and its improvements, which can greatly help the book’s readers understand and evaluate the cumulative impact from the plant’s “process of ongoing improvement.” Keywords: Production planning, Theory of constraints, Drum buffer rope 1. Introduction: The Goal as Fictional Case Study Eliyahu Goldratt’s manufacturing novel The Goal: A Process of Continuous Improvement has inspired countless professionals in production (and many other fields (Whitford, 2004)) to embark on their own efforts of continuous improvement. As Rand (1986) writes, “It’s a novel, but it’s also a manufacturing text-book, and it’s good on both accounts.” Many reviewers have agreed The Goal is an easy-to read way to get an introduction to production realities (Belis, 1994, The Economist 1995, Dani 2006, Rand 1986). However, no one has taken a detailed look at the numbers presented in the book as a fictional case study. The concept of drum-buffer-rope (DBR) production control has been discussed...
Words: 10755 - Pages: 44
...Constraint Management at UniCo: Analyzing “The Goal” as Fictional Case Study Abstract As a fictional case study, Eliyahu Goldratt’s novel about manufacturing, “The Goal: A Process of Ongoing Improvement,” presents a constraint-focused approach to production management. As a novel, the book does not emphasize the quantitative details of the plant improvements. However, a great amount of information about the plant is spread throughout the book. By collecting and analyzing this data, a concrete picture may be developed of the plant’s capacity and its improvements, which can greatly help the book’s readers understand and evaluate the cumulative impact from the plant’s “process of ongoing improvement.” Keywords: Production planning, Theory of constraints, Drum buffer rope 1. Introduction: The Goal as Fictional Case Study Eliyahu Goldratt’s manufacturing novel The Goal: A Process of Continuous Improvement has inspired countless professionals in production (and many other fields (Whitford, 2004)) to embark on their own efforts of continuous improvement. As Rand (1986) writes, “It’s a novel, but it’s also a manufacturing text-book, and it’s good on both accounts.” Many reviewers have agreed The Goal is an easy-to read way to get an introduction to production realities (Belis, 1994, The Economist 1995, Dani 2006, Rand 1986). However, no one has taken a detailed look at the numbers presented in the book as a fictional case study. The concept of drum-buffer-rope (DBR) production...
Words: 11282 - Pages: 46
...CHAPTER 6 Allocating Resources to the Project In this chapter we consider the problem of allocating physical and human resources to projects.* The physical and human resources are granted to and used by the project in order to meet the project’s performance objectives. The amount of resources that can be allocated, of course, depends on the timing of the allocation as well as on the total supply of resources available for allocation. Mainly, resource allocation concerns how we allocate specific, limited resources to specific activities (or projects) when there are competing demands for the same limited resources. Projects compete with each other for the same resources in two different ways. First, consider a resource that is limited but is not consumed when used, the services of a specific technical specialist for instance. The problem here is which project gets to use the resource first and which must wait. Second, consider a resource that is limited and is consumed when used, a specific chemical reagent for instance. In this case, the second project may have to wait until more of the reagent can be purchased and delivered. In both cases, the project that must wait may suffer a schedule delay that makes it late. Just as projects may compete for resources, different activities of the same project may compete. Two or more concurrent activities might require the same personnel, or equipment, or even work space. One activity will be given priority, and the other(s) must wait. In...
Words: 18123 - Pages: 73
...more realistically approach a project; assess its impact, duration, and required budget; and mitigate the risks of failure. We present the approach as a phased BPR methodology along with methods, proven strategies, and tools To be published in a forthcoming book on Business Process Reengineering by Kluwer. 1 2 Evolving BPR from Art to Engineering we have worked with successfully at each phase. We present motivations for initiating a BPR effort that have been shown to result in successful cases for action. We present rationale for justifying change and a method for building a business case that includes the use of cost benefit analysis in formulating the justification rationale. An approach to planning for a BPR effort is presented that uses the same methods normally applied in the BPR process itself. We cover the issues associated with setting up a BPR project including: forming cross-functional teams, and selecting method and tool technology for the BPR project. A methodology is presented for base-lining the current business situation, identifying the current value delivery system and the processes that support that system along with problem-cause analysis. We describe eight general principles of business process design and conclude with an objectcentered technique for new process design. Finally this chapter...
Words: 17958 - Pages: 72
...C O L L E C T I O N www.hbr.org Do your most demanding projects contribute least to your company’s strategy? Project Management: The View from 30,000 Feet Included with this collection: 2 Creating Project Plans to Focus Product Development by Steven C. Wheelwright and Kim B. Clark 18 Getting the Most out of Your Product Development Process by Paul S. Adler, Avi Mandelbaum, Viên Nguyen, and Elizabeth Schwerer 34 Why Good Projects Fail Anyway by Nadim F. Matta and Ronald N. Ashkenas Product 4864 Collection Overview COPYRIGHT © 2003 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Has your company’s project management run amok? Are more than half your biggest projects failing outright? And are other large initiatives running months behind schedule, stuck in seemingly permanent logjams? Are you particularly frustrated by projects whose myriad tasks were executed flawlessly—but still don’t deliver the expected results? Worse, do you suspect that projects consuming the most resources have the least connection to your company’s strategy? Such chaos describes many companies— but that’s little comfort. The key is to understand the myopia causing these disasters. Most companies deal with projects individually—pushing each through the pipeline as quickly and cost-effectively as possible. But this approach doesn’t help you make vital big-picture decisions: “What mix of projects would be...
Words: 21989 - Pages: 88
...Handbook of Management Accounting Research Edited by Christopher S. Chapman, Anthony G. Hopwood and Michael D. Shields r 2007 Elsevier Ltd. All rights reserved Management Accounting and Operations Management: Understanding the Challenges from Integrated Manufacturing Allan Hansen and Jan Mouritsen Copenhagen Business School, Denmark Abstract: Innovations in operations management, like just-in-time, total quality management, automation, have produced a new manufacturing paradigm that challenges management accounting design and practices. The new manufacturing paradigm, which we conceptualise as integrated manufacturing, focuses upon the lateral flow of products and services, and thereby confronts management accounting ideals of hierarchical flows of information for planning and control. In this chapter, we take a closer look at management accounting research and the responses that have been made to the challenge from the new operational practices. We examine the extent to which changes in management accounting practices are observed, and the way in which design changes are recommended within organisations committed to the new manufacturing paradigm. Furthermore, we reflect upon the role of accounting as a management tool in integrated manufacturing, and on possible future research questions, so as to enrich our knowledge of the management accounting/operations management interface. Introduction Innovations in operations management (OM) have challenged management...
Words: 18027 - Pages: 73
...TE AM FL Y ESSENTIALS of Supply Chain Management Essentials Series The Essentials Series was created for busy business advisory and corporate professionals.The books in this series were designed so that these busy professionals can quickly acquire knowledge and skills in core business areas. Each book provides need-to-have fundamentals for those professionals who must: Get up to speed quickly, because they have been promoted to a new position or have broadened their responsibility scope Manage a new functional area Brush up on new developments in their area of responsibility Add more value to their company or clients • • • • Other books in this series include: Essentials of Accounts Payable, by Mary S. Schaeffer Essentials of Capacity Management, by Reginald Tomas Yu-Lee Essentials of Cash Flow, by H.A. Schaeffer, Jr. Essentials of Corporate Performance Measurement, by George T. Friedlob, Lydia L.F. Schleifer, and Franklin J. Plewa, Jr. Essentials of Cost Management, by Joe and Catherine Stenzel Essentials of CRM: A Guide to Customer Relationship Management, by Bryan Bergeron Essentials of Credit, Collections, and Accounts Receivable, by Mary S. Schaeffer Essentials of Financial Analysis, by George T. Friedlob and Lydia L.F. Schleifer Essentials of Intellectual Property, by Paul J. Lerner and Alexander I. Poltorak Essentials of Shared Services, by Bryan Bergeron Essentials of Trademarks and Unfair Competition, by Dana Shilling Essentials of XBRL: Financial Reporting...
Words: 70401 - Pages: 282
...Captured by Plamen T. THE GOAL A Process of Ongoing Improvement THIRD REVISED EDITION By Eliyahu M. Goldratt and Jeff Cox With interviews by David Whitford, Editor at Large, Fortune Small Business North River Press Captured by Plamen T. Additional copies can be obtained from your local bookstore or the publisher: The North River Press Publishing Corporation P.O. Box 567 Great Barrington, MA 01230 (800) 486-2665 or (413) 528-0034 www.northriverpress.com First Edition Copyright © 1984 Eliyahu M. Goldratt Revised Edition Copyright © 1986 Eliyahu M. Goldratt Second revised Edition © 1992 Eliyahu M. Goldratt Third Revised Edition © 2004 Eliyahu M. Goldratt All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage retrieval system, without permission in writing from the publisher Manufactured in the United States of America Library of Congress Cataloging-in-Publication Data Goldratt, Eliyahu M., 1948The goal: a process of ongoing improvement I. Coxjeff, 1951-. II. Title PR9510.9.G64G61986 823 ISBN: 0-88427-178-1 86-12566 Captured by Plamen T. 1 INTRODUCTION The Goal is about science and education. I believe that these two words have been abused to the extent that their original meanings have been lost in a fog of too much respect and mystery. Science for me, and for the vast majority of respectable scientists, is not about...
Words: 144560 - Pages: 579
...Captured by Plamen T. THE GOAL A Process of Ongoing Improvement THIRD REVISED EDITION By Eliyahu M. Goldratt and Jeff Cox With interviews by David Whitford, Editor at Large, Fortune Small Business North River Press Captured by Plamen T. Additional copies can be obtained from your local bookstore or the publisher: The North River Press Publishing Corporation P.O. Box 567 Great Barrington, MA 01230 (800) 486-2665 or (413) 528-0034 www.northriverpress.com First Edition Copyright © 1984 Eliyahu M. Goldratt Revised Edition Copyright © 1986 Eliyahu M. Goldratt Second revised Edition © 1992 Eliyahu M. Goldratt Third Revised Edition © 2004 Eliyahu M. Goldratt All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage retrieval system, without permission in writing from the publisher Manufactured in the United States of America Library of Congress Cataloging-in-Publication Data Goldratt, Eliyahu M., 1948The goal: a process of ongoing improvement I. Coxjeff, 1951-. II. Title PR9510.9.G64G61986 823 ISBN: 0-88427-178-1 86-12566 Captured by Plamen T. 1 INTRODUCTION The Goal is about science and education. I believe that these two words have been abused to the extent that their original meanings have been lost in a fog of too much respect and mystery. Science for me, and for the vast majority of respectable...
Words: 144560 - Pages: 579
......................................................... 22 Segment 2. The Gospel According to PMBOK® Guide (Includes PMBOK® Guide Chapter 3) ........................................................................................................... 27 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 3.1 PMBOK® Guide Organization Initiation processes Planning processes Execution processes Monitoring & controlling processes Closing processes Course Guide Exercise: Memorize the process matrix ............................................... 46 Project Assessment 3.1.1 Benefit Measurement Methods 3.1.1.1 Life Cycle Costing & Net Present Value 3.1.1.2 Internal Rate of Return Develop Project Charter (PMBOK® Guide 4.1) 3.2.1 The project Statement of Work and Business Case 3.2.2 The Project Charter Identify Stakeholders (PMBOK® Guide 10.1) 3.3.1 Stakeholder analysis 3.3.2 Stakeholder Analysis Matrix 3.3.3 Segment 3 questions......................................................................... 72 Segment 3. Project...
Words: 67153 - Pages: 269
...Begin Reading Table of Contents Photos Newsletters Copyright Page In accordance with the U.S. Copyright Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of the publisher is unlawful piracy and theft of the author’s intellectual property. If you would like to use material from the book (other than for review purposes), prior written permission must be obtained by contacting the publisher at permissions@hbgusa.com. Thank you for your support of the author’s rights. For Isabella and Calista Stone When you are eighty years old, and in a quiet moment of reflection narrating for only yourself the most personal version of your life story, the telling that will be most compact and meaningful will be the series of choices you have made. In the end, we are our choices. —Jeff Bezos, commencement speech at Princeton University, May 30, 2010 Prologue In the early 1970s, an industrious advertising executive named Julie Ray became fascinated with an unconventional public-school program for gifted children in Houston, Texas. Her son was among the first students enrolled in what would later be called the Vanguard program, which stoked creativity and independence in its students and nurtured expansive, outside-the-box thinking. Ray grew so enamored with the curriculum and the community of enthusiastic teachers and parents that she set out to research similar schools around the state with an eye toward writing a book about...
Words: 120163 - Pages: 481
