The Goal teaches many business lessons as well and personal lessons. For the business aspect I learned three main definitions that I needed to redefine. I also learned how to really determine the ‘goal’ of an organization and the right steps and procedures to implement changes to that organization and how to communicate these changes to the employees. Another thing that is very clear from this book is that as a manager you need a good team, people that can actively help you solve problems in intelligent and innovating ways. The main thing I took away from the business part is that it is important to have a mentor who you can call when you need advice on how to handle a situation in your organization. This book also teaches some aspects of how important it is to balance home and work life. To be effective at work you need to have things at home figured out and that begins with communication and learning to balance being at work with spending time at home.
The Goal teaches many business lessons as well and personal lessons. For the business aspect I learned three main definitions that I needed to redefine. These are throughput is the rate at which the system generates money through sales (Goldratt, and Cox). This means that contrary to what most people think, just because you make something doesn’t mean it has generated money. If you just build something that is going to sit on a shelf and add to your inventory you have not made something that is contributing to your immediate sales therefore you have generated no money and you have no throughput. Inventory is all the money that the system has invested in purchasing things which it intends to sell (Goldratt, and Cox). This definition is exactly what it sounds like. Inventory would include all the raw materials purchased with the intention that these materials are going to be turned into finished goods for a final customer. Operational expense is all the
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