The Goal Summary
“The Goal” is a book which explains on how to go about attaining goals in real life and business. The Goal provides a convincing tale that challenges the way we look at how we evaluate operational improvement. The author identifies a larger problem where always following the company guidelines and policies in place can limit the mind of its employees. This paper will identify and discuss the essential operational decisions, strategies and principles used in the book and lessons learnt from the key findings.
The author utilizes the 10 strategic operational management decisions to bring a turnaround to his plant. 1. Product Design – UniCo’s Barington plant produced very fine and high quality products to meet international competition in Japan. The change in product design was not in the scope of the change process.
2. Quality – The quality inspection was performed on the parts right at the end of the entire process increasing the percentage for defected parts and scraps thereby increasing the cost of producing a quality part. After discussion with Jonah, the quality inspection was moved at the front of the plant. By doing the defected parts were moved out of assembly way ahead of time and which saved raw-material, machine time and eventually less cost to produce quality goods. By fewer defects moving within the whole system, number of quality goods produced increased.
3. Location Selection – The town of Bearington was a small industrial town and ideal location for this manufacturing plant. Low real estate cost and cheap labor costs were favorable to the plant. The plant was also not far from its headquarters and the clients it serviced.
4. Process – The most remarkable change happened was in the change of process. New process was designed and successfully implemented throughout the manufacturing plant which was a major factor of the turnaround. Here are the few key processes that brought the big change in the first month of production
The author utilizes the 10 strategic operational management decisions to bring a turnaround to his plant. 1. Product Design – UniCo’s Barington plant produced very fine and high quality products to meet international competition in Japan. The change in product design was not in the scope of the change process.
2. Quality – The quality inspection was performed on the parts right at the end of the entire process increasing the percentage for defected parts and scraps thereby increasing the cost of producing a quality part. After discussion with Jonah, the quality inspection was moved at the front of the plant. By doing the defected parts were moved out of assembly way ahead of time and which saved raw-material, machine time and eventually less cost to produce quality goods. By fewer defects moving within the whole system, number of quality goods produced increased.
3. Location Selection – The town of Bearington was a small industrial town and ideal location for this manufacturing plant. Low real estate cost and cheap labor costs were favorable to the plant. The plant was also not far from its headquarters and the clients it serviced.
4. Process – The most remarkable change happened was in the change of process. New process was designed and successfully implemented throughout the manufacturing plant which was a major factor of the turnaround. Here are the few key processes that brought the big change in the first month of production