Summary Of The Goal: A Process Of Ongoing Improvement

As students, we are subjected to read many works of literature through our academic careers that to say the least, we would find to be either boring or complete dribble. That was my presumed attitude while beginning this book The Goal: A Process of Ongoing Improvement. Thumbing through the book, I would read bits and pieces here and there and I thought to myself. “How the heck am I going to finish this book? Or even be able to understand what is going on in this thing?” However I was very wrong after turning the last and final page. I found myself reveling in this wonderful piece of work that helped understand and come to realize some of the inner workings of the industrial industry and the problems I am likely to face in my future.
With almost
After reading this book I have been presented with a lot of pertinent and useful information that I can take and implement into not only my day to day operations. I can show what I have learned to a potential employer and help them do anything to improve their process. There are many things I have taken away from this book but a few key things that I will try to ingrain in my head are to always challenge the status quo and ask question with a pragmatic approach. There is always room for improvement and one should look at the overall operations of the system and not just at once centralized location within the system. When your operations are effective you are able to work better not harder. That was a big lesson I learned. Like I said previously my first inclination when reading of Alex’s problem was to just work harder and grind out some overtime to finish all of the past due orders. But I was terribly wrong. Efficiency and Productivity are not the same things. Working as a team is probably the most important lesson one can learn as well. If Alex did not have the help of his team. His plant would have surely closed. He motivated and coached his team into a new process that would benefit not only their jobs but their company. Resulting in many promotions throughout the plant. Finally the important roles that everyone in the corporate chain play, can make or break your business. Coordinating between Marketing, Operations, Accounting, Sales, etc.… All have major influence on what can be done. Working together with each department and meticulously analyzing the numbers can create room for opportunities and more throughput. Even these departments can be seen as Bottlenecks. If one area is slacking or lacking the capacity to operate it will become the “Herbie” of the company and hinder the performance and