The book tells us the story of a pl

The book tells us the story of a plant manager, Alex Rogo, who is trying to save his plant, at least show some improvements within 90 days to keep it open. Alex's primary problem is that his plant can not consistently get a quality product out of the plant on time at the cost that can beat the competition. His plant is losing money and if he cannot make it profitable, the management eventually will decide to close the plant. In his fight to save his plant, a physician, Jonah, helps him in achieving his objectives.
Alex, with the help of Jonah, finds that the goal of a manufacturing organization and all organizations in general is to make money. Jonah explains the measurements which express the goal of making money in a different way. These measurements are:
Throughput
Inventory, and
Operational expense
Throughput is defined as the rate at which the system generates money through sales. Inventory is all the money that the system has invested in purchasing things which intends to sell, and operational expense is all the money the system spends in order to turn inventory into throughput. Then it turns out that the goal of an organization is to increase throughput while simultaneously reducing both inventory and operating expense.
To help Alex in achieving his goals and solving problems in his plant in terms of the measurements which express the goal of making money, Jonah introduces him the theory of constraints. Theory of constraints approach includes the following steps to improve the performance of a system:
Identify the system's constraint(s)
Decide how to exploit the system's constraint(s)
Subordinate everything else to exploit the constraint(s)
Elevate the system's constraint(s)
If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint.
Theory of constraints approach requires answering three basic questions. These questions are:
What to change?
What to change to?
How to cause the change?
Alex uses the concept of "theory of constraints" to find the constraints or the bottlenecks in his plant. Jonah defines a bottleneck as any resource whose capacity is equal to or less then the demand placed upon it. And a non-bottleneck is any resource whose capacity is greater than the demand placed on it.
When Alex first meets Jonah at O'Hare Airport they start to talk about the robots Alex has been using in his plant. Jonah asks Alex if the robots in his plant had increased the productivity. Alex believes that the robots has increased productivity in one area about thirty-six percent. Then Jonah asks him if his plant was able to ship more products per day as a result of what happened in the department where they installed the robots. And then, he asks if he had fired anybody, and if their inventories had gone down. Alex's answers to all these questions were no! And the discussion goes on. The important point Jonah mentioned here was that the robots were working in non-bottleneck processes. Adding robots to non-bottleneck processes to a system in which bottleneck processes are present does not help increase overall productivity. Instead it increases inventories. What Alex has to do is to locate the bottlenecks in the system and try to remove them, thereby controlling the flow of materials in the system, which will eventually decrease inventories, and work-in-process levels, decrease operational expenses, and increase the throughput of the whole plant.
In a system which includes dependent events, a bottleneck with a limited capacity reduces the capacity of the whole system. Alex and his team find two bottlenecks in the plant. One is the NCX-10 machine and the other is the heat-treat. Jonah advices Alex concentrate on the bottlenecks (constraints) to achieve his goals. There are two things that should be done. They have to make sure that the bottlenecks' time is not wasted, and make the bottlenecks work only on what will contribute to throughput today. They realize also that by running non-bottlenecks for efficiency, they have built inventories excess of demand which means releasing materials faster than the bottlenecks can process it.
In the book, the concept of "constraint" is clearly explained by an example. Alex takes a group of boy scouts on an overnight hike. The slowest boy in the group, Herbie, exemplifies all the characteristics of a constraint. Because he is very slow, it becomes very difficult for Alex to keep the boys in line. Boys in front of Herbie hike faster than the other boys. Herbie being a constraint causes large gaps between the boys in the line. This hiking trip helps Alex discover some simple processes. He uses his findings to turn his plant in the right direction. This example also explains the concepts of dependable events and statistical fluctuations. Statistical fluctuations imply that most of the factors critical to running a plant successfully cannot be determined precisely ahead of time. In a system with dependable events, like an assembly line in a plant, if a process lags behind all the process slows down. This explains the high level of inventories piled up in front of the NCX-10 machine and the heat-treat in his plant. Although a non-bottleneck process can produce at full capacity, throughput of the whole system will depend on the capacity of the bottleneck processes of the system. If bottleneck processes lag behind the non-bottleneck processes then higher work-in-process and excess inventories will pile up. He finds that the throughput of the bottlenecks is the throughput of the whole plant, and tries to increase the capacity of bottlenecks, thereby increase the throughput of the plant in general. This gives him the idea of optimizing the whole system.
When we look at the steps Alex and his team followed to improve the performance of their system with specific examples:
Identify the system's constraint(s): They first identified the NCX-10 and the heat-treat as the bottlenecks of the plant.
Decide how to exploit the system's constraint(s): They did everything for the bottlenecks to work at full capacity without wasting time. For instance, they tried to keep them working during lunch breaks.
Subordinate everything else to exploit the constraint(s): They tried to make sure that everything is marching to the tune of the constraints. They used the red and green-tag system to make the plant operating smoothly.
Elevate the system's constraint(s): They brought some old machines and tried to offload some of the work from bottlenecks to these machines.
If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint: They continuously checked the system to prevent the emergence of new bottlenecks.
In my opinion, the concepts and the methods presented in the book can be applied to all kinds of organizations. All manufacturing organizations as well as service organizations whether they are small or large have some kind of production system which takes inputs and through a number of transformation processes converts them into outputs. For example, a bank's branch receives some kind of credit applications every day. And after processing them in the branch, sends them to the headquarters for the final review and approval. If an application waits too long at the responsible departments in the headquarters, we can talk about the presence of bottlenecks (constraints) in this case. Maybe the branches are sending too many applications and the headquarters is not able to process all applications in a timely manner. In this case, very similar to a manufacturing plant, the throughput of the bottlenecks is the throughput of the whole credit approval process. Increasing the capacity of bottlenecks, responsible departments for the approval process in the headquarters, increases the throughput of the system, number of approved credits in this case.
In conclusion, the book helps us look at the relationships between the processes in the systems from a different perspective. It gives new ideas to help increase efficiency, and how to improve systems by trying to remove bottlenecks (constraints) which are the core problems of many organizations today.

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"Summary of The Goal." 123HelpMe.com. 08 Nov 2015
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The Materials are provided on an as-is basis without warranty express or implied. The Company and its suppliers and affiliates disclaim all warranties, including the warranty of non-infringement of proprietary or third party rights, and the warranty of fitness for a particular

The book tells us the story of a plant manager, Alex Rogo, who is trying to save his plant, at least show some improvements within 90 days to keep it open. Alex's primary problem is that his plant can not consistently get a quality product out of the plant on time at the cost that can beat the competition. His plant is losing money and if he cannot make it profitable, the management eventually will decide to close the plant. In his fight to save his plant, a physician, Jonah, helps him in achieving his objectives. 
 Alex, with the help of Jonah, finds that the goal of a manufacturing organization and all organizations in general is to make money. Jonah explains the measurements which express the goal of making money in a different way. These measurements are: 
  Throughput 
  Inventory, and 
  Operational expense 
 Throughput is defined as the rate at which the system generates money through sales. Inventory is all the money that the system has invested in purchasing things which intends to sell, and operational expense is all the money the system spends in order to turn inventory into throughput. Then it turns out that the goal of an organization is to increase throughput while simultaneously reducing both inventory and operating expense. 
 To help Alex in achieving his goals and solving problems in his plant in terms of the measurements which express the goal of making money, Jonah introduces him the theory of constraints. Theory of constraints approach includes the following steps to improve the performance of a system: 
  Identify the system's constraint(s) 
  Decide how to exploit the system's constraint(s) 
  Subordinate everything else to exploit the constraint(s) 
  Elevate the system's constraint(s) 
  If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint. 
 Theory of constraints approach requires answering three basic questions. These questions are: 
  What to change? 
  What to change to? 
  How to cause the change? 
 Alex uses the concept of "theory of constraints" to find the constraints or the bottlenecks in his plant. Jonah defines a bottleneck as any resource whose capacity is equal to or less then the demand placed upon it. And a non-bottleneck is any resource whose capacity is greater than the demand placed on it. 
 When Alex first meets Jonah at O'Hare Airport they start to talk about the robots Alex has been using in his plant. Jonah asks Alex if the robots in his plant had increased the productivity. Alex believes that the robots has increased productivity in one area about thirty-six percent. Then Jonah asks him if his plant was able to ship more products per day as a result of what happened in the department where they installed the robots. And then, he asks if he had fired anybody, and if their inventories had gone down. Alex's answers to all these questions were no! And the discussion goes on. The important point Jonah mentioned here was that the robots were working in non-bottleneck processes. Adding robots to non-bottleneck processes to a system in which bottleneck processes are present does not help increase overall productivity. Instead it increases inventories. What Alex has to do is to locate the bottlenecks in the system and try to remove them, thereby controlling the flow of materials in the system, which will eventually decrease inventories, and work-in-process levels, decrease operational expenses, and increase the throughput of the whole plant. 
 In a system which includes dependent events, a bottleneck with a limited capacity reduces the capacity of the whole system. Alex and his team find two bottlenecks in the plant. One is the NCX-10 machine and the other is the heat-treat. Jonah advices Alex concentrate on the bottlenecks (constraints) to achieve his goals. There are two things that should be done. They have to make sure that the bottlenecks' time is not wasted, and make the bottlenecks work only on what will contribute to throughput today. They realize also that by running non-bottlenecks for efficiency, they have built inventories excess of demand which means releasing materials faster than the bottlenecks can process it. 
 In the book, the concept of "constraint" is clearly explained by an example. Alex takes a group of boy scouts on an overnight hike. The slowest boy in the group, Herbie, exemplifies all the characteristics of a constraint. Because he is very slow, it becomes very difficult for Alex to keep the boys in line. Boys in front of Herbie hike faster than the other boys. Herbie being a constraint causes large gaps between the boys in the line. This hiking trip helps Alex discover some simple processes. He uses his findings to turn his plant in the right direction. This example also explains the concepts of dependable events and statistical fluctuations. Statistical fluctuations imply that most of the factors critical to running a plant successfully cannot be determined precisely ahead of time. In a system with dependable events, like an assembly line in a plant, if a process lags behind all the process slows down. This explains the high level of inventories piled up in front of the NCX-10 machine and the heat-treat in his plant. Although a non-bottleneck process can produce at full capacity, throughput of the whole system will depend on the capacity of the bottleneck processes of the system. If bottleneck processes lag behind the non-bottleneck processes then higher work-in-process and excess inventories will pile up. He finds that the throughput of the bottlenecks is the throughput of the whole plant, and tries to increase the capacity of bottlenecks, thereby increase the throughput of the plant in general. This gives him the idea of optimizing the whole system. 
 When we look at the steps Alex and his team followed to improve the performance of their system with specific examples: 
  Identify the system's constraint(s): They first identified the NCX-10 and the heat-treat as the bottlenecks of the plant. 
  Decide how to exploit the system's constraint(s): They did everything for the bottlenecks to work at full capacity without wasting time. For instance, they tried to keep them working during lunch breaks. 
  Subordinate everything else to exploit the constraint(s): They tried to make sure that everything is marching to the tune of the constraints. They used the red and green-tag system to make the plant operating smoothly. 
  Elevate the system's constraint(s): They brought some old machines and tried to offload some of the work from bottlenecks to these machines. 
  If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint: They continuously checked the system to prevent the emergence of new bottlenecks. 
 In my opinion, the concepts and the methods presented in the book can be applied to all kinds of organizations. All manufacturing organizations as well as service organizations whether they are small or large have some kind of production system which takes inputs and through a number of transformation processes converts them into outputs. For example, a bank's branch receives some kind of credit applications every day. And after processing them in the branch, sends them to the headquarters for the final review and approval. If an application waits too long at the responsible departments in the headquarters, we can talk about the presence of bottlenecks (constraints) in this case. Maybe the branches are sending too many applications and the headquarters is not able to process all applications in a timely manner. In this case, very similar to a manufacturing plant, the throughput of the bottlenecks is the throughput of the whole credit approval process. Increasing the capacity of bottlenecks, responsible departments for the approval process in the headquarters, increases the throughput of the system, number of approved credits in this case. 
 In conclusion, the book helps us look at the relationships between the processes in the systems from a different perspective. It gives new ideas to help increase efficiency, and how to improve systems by trying to remove bottlenecks (constraints) which are the core problems of many organizations today.

How to Cite this Page

MLA Citation:
 "Summary of The Goal." 123HelpMe.com. 08 Nov 2015 
 .

Keywords: 
 Sort By: Most Relevant Color Rating Essay Length

Important Note: If you'd like to save a copy of the paper on your computer, you can COPY and PASTE it into your word processor. Please, follow these steps to do that in Windows: 
1. Select the text of the paper with the mouse and press Ctrl+C.
2. Open your word processor and press Ctrl+V.
Company's Liability

123HelpMe.com (the "Web Site") is produced by the "Company". The contents of this Web Site, such as text, graphics, images, audio, video and all other material ("Material"), are protected by copyright under both United States and foreign laws. The Company makes no representations about the accuracy, reliability, completeness, or timeliness of the Material or about the results to be obtained from using the Material. You expressly agree that any use of the Material is entirely at your own risk. Most of the Material on the Web Site is provided and maintained by third parties. This third party Material may not be screened by the Company prior to its inclusion on the Web Site. You expressly agree that the Company is not liable or responsible for any defamatory, offensive, or illegal conduct of other subscribers or third parties.

The Materials are provided on an as-is basis without warranty express or implied. The Company and its suppliers and affiliates disclaim all warranties, including the warranty of non-infringement of proprietary or third party rights, and the warranty of fitness for a particular

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ผลลัพธ์ (ไทย) 1: [สำเนา]

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หนังสือบอกเราเรื่องราวของผู้จัดการโรงงาน Rogo, Alex ที่พยายามบันทึกโรงงานของเขา น้อยแสดงปรับปรุงภายใน 90 วันเพื่อให้เปิด ปัญหาหลักของ Alex เป็นว่า โรงงานของเขาไม่สามารถอย่างสม่ำเสมอได้รับผลิตภัณฑ์คุณภาพจากโรงงานในเวลาที่ต้นทุนที่สามารถชนะการแข่งขัน โรงงานของเขาเป็นสูญเสียเงิน และถ้าเขาไม่ทำกำไร การจัดการในที่สุดจะตัดสินใจปิดโรงงาน เขาต่อสู้เพื่อบันทึกเขาพืช แพทย์ โยนาห์ ช่วยเขาในการบรรลุวัตถุประสงค์ของเขา Alex ด้วยความช่วยเหลือของโยนาห์ ค้นหาเป้าหมายขององค์กรที่ผลิตและองค์กรทั้งหมดโดยทั่วไปว่าทำเงิน โยนาห์อธิบายการวัดที่แสดงเป้าหมายของการทำเงินแบบแตกต่างกัน วัดเหล่านี้คือ: สามารถประมวลผลได้ สินค้าคงคลัง และ ค่าใช้จ่ายในการดำเนินงาน สามารถประมวลผลได้ถูกกำหนดเป็นอัตราที่ระบบสร้างรายได้ผ่านทางการขาย สินค้าคงคลังเป็นเงินทั้งหมดที่ระบบมีการลงทุนในการซื้อสิ่งที่ต้องขาย และค่าใช้จ่ายในการดำเนินงานเป็นเงินทั้งหมดระบบใช้การแปรสภาพสินค้าคงคลังสูง แล้ว มันเปิดออกว่า เป้าหมายขององค์กรคือการ เพิ่มอัตราความเร็วขณะลดสินค้าคงคลังทั้งสองพร้อมกัน และใช้งานค่าใช้จ่าย เพื่อช่วยให้ Alex ในการบรรลุเป้าหมายของเขา และการแก้ไขปัญหาในโรงงานของเขาในวัดที่แสดงเป้าหมายของการทำเงิน โยนาห์แนะนำเขาทฤษฎีของข้อจำกัด ทฤษฎีของข้อจำกัดวิธีการรวมถึงขั้นตอนต่อไปนี้เพื่อปรับปรุงประสิทธิภาพของระบบ: ระบุ constraint(s) ของระบบ ตัดสินใจว่า จะใช้ประโยชน์ของระบบ constraint(s) ย่อยทุกอย่างกดขี่ขูดรีด constraint(s) ยกระดับพันธมิตรของระบบ constraint(s) ถ้าในขั้นตอนก่อนหน้านี้ ข้อจำกัดได้เสีย กลับไปยังขั้นตอนที่ 1 แต่ไม่อนุญาตให้แรงเฉื่อยทำให้เกิดข้อจำกัดของระบบ ทฤษฎีของข้อจำกัดของวิธีการที่ต้องตอบคำถามพื้นฐาน 3 คำถามเหล่านี้คือ: ว่าจะเปลี่ยนหรือไม่ อะไรเปลี่ยนไปบ้าง จะทำให้เกิดการเปลี่ยนแปลงอย่างไร Alex ใช้แนวคิดของ "ทฤษฎีของข้อจำกัด" ในการค้นหาข้อจำกัดหรือปัญหาคอขวดโรงงานของเขา โยนาห์กำหนดคอขวดเป็นทรัพยากรใด ๆ ที่มีกำลังการผลิตเท่ากับ หรือน้อยกว่านั้นความต้องการที่วางไว้ และไม่ใช่คอมีทรัพยากรใด ๆ ที่มีกำลังการผลิตมากกว่าความต้องการที่วางไว้ When Alex first meets Jonah at O'Hare Airport they start to talk about the robots Alex has been using in his plant. Jonah asks Alex if the robots in his plant had increased the productivity. Alex believes that the robots has increased productivity in one area about thirty-six percent. Then Jonah asks him if his plant was able to ship more products per day as a result of what happened in the department where they installed the robots. And then, he asks if he had fired anybody, and if their inventories had gone down. Alex's answers to all these questions were no! And the discussion goes on. The important point Jonah mentioned here was that the robots were working in non-bottleneck processes. Adding robots to non-bottleneck processes to a system in which bottleneck processes are present does not help increase overall productivity. Instead it increases inventories. What Alex has to do is to locate the bottlenecks in the system and try to remove them, thereby controlling the flow of materials in the system, which will eventually decrease inventories, and work-in-process levels, decrease operational expenses, and increase the throughput of the whole plant. In a system which includes dependent events, a bottleneck with a limited capacity reduces the capacity of the whole system. Alex and his team find two bottlenecks in the plant. One is the NCX-10 machine and the other is the heat-treat. Jonah advices Alex concentrate on the bottlenecks (constraints) to achieve his goals. There are two things that should be done. They have to make sure that the bottlenecks' time is not wasted, and make the bottlenecks work only on what will contribute to throughput today. They realize also that by running non-bottlenecks for efficiency, they have built inventories excess of demand which means releasing materials faster than the bottlenecks can process it. In the book, the concept of "constraint" is clearly explained by an example. Alex takes a group of boy scouts on an overnight hike. The slowest boy in the group, Herbie, exemplifies all the characteristics of a constraint. Because he is very slow, it becomes very difficult for Alex to keep the boys in line. Boys in front of Herbie hike faster than the other boys. Herbie being a constraint causes large gaps between the boys in the line. This hiking trip helps Alex discover some simple processes. He uses his findings to turn his plant in the right direction. This example also explains the concepts of dependable events and statistical fluctuations. Statistical fluctuations imply that most of the factors critical to running a plant successfully cannot be determined precisely ahead of time. In a system with dependable events, like an assembly line in a plant, if a process lags behind all the process slows down. This explains the high level of inventories piled up in front of the NCX-10 machine and the heat-treat in his plant. Although a non-bottleneck process can produce at full capacity, throughput of the whole system will depend on the capacity of the bottleneck processes of the system. If bottleneck processes lag behind the non-bottleneck processes then higher work-in-process and excess inventories will pile up. He finds that the throughput of the bottlenecks is the throughput of the whole plant, and tries to increase the capacity of bottlenecks, thereby increase the throughput of the plant in general. This gives him the idea of optimizing the whole system. When we look at the steps Alex and his team followed to improve the performance of their system with specific examples:
Identify the system's constraint(s): They first identified the NCX-10 and the heat-treat as the bottlenecks of the plant.
Decide how to exploit the system's constraint(s): They did everything for the bottlenecks to work at full capacity without wasting time. For instance, they tried to keep them working during lunch breaks.
Subordinate everything else to exploit the constraint(s): They tried to make sure that everything is marching to the tune of the constraints. They used the red and green-tag system to make the plant operating smoothly.
Elevate the system's constraint(s): They brought some old machines and tried to offload some of the work from bottlenecks to these machines.
If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system's constraint: They continuously checked the system to prevent the emergence of new bottlenecks.
In my opinion, the concepts and the methods presented in the book can be applied to all kinds of organizations. All manufacturing organizations as well as service organizations whether they are small or large have some kind of production system which takes inputs and through a number of transformation processes converts them into outputs. For example, a bank's branch receives some kind of credit applications every day. And after processing them in the branch, sends them to the headquarters for the final review and approval. If an application waits too long at the responsible departments in the headquarters, we can talk about the presence of bottlenecks (constraints) in this case. Maybe the branches are sending too many applications and the headquarters is not able to process all applications in a timely manner. In this case, very similar to a manufacturing plant, the throughput of the bottlenecks is the throughput of the whole credit approval process. Increasing the capacity of bottlenecks, responsible departments for the approval process in the headquarters, increases the throughput of the system, number of approved credits in this case.
In conclusion, the book helps us look at the relationships between the processes in the systems from a different perspective. It gives new ideas to help increase efficiency, and how to improve systems by trying to remove bottlenecks (constraints) which are the core problems of many organizations today.

How to Cite this Page

MLA Citation:
"Summary of The Goal." 123HelpMe.com. 08 Nov 2015
.

Keywords:
Sort By: Most Relevant Color Rating Essay Length

Important Note: If you'd like to save a copy of the paper on your computer, you can COPY and PASTE it into your word processor. Please, follow these steps to do that in Windows:
1. Select the text of the paper with the mouse and press Ctrl+C.
2. Open your word processor and press Ctrl+V.
Company's Liability

123HelpMe.com (the "Web Site") is produced by the "Company". The contents of this Web Site, such as text, graphics, images, audio, video and all other material ("Material"), are protected by copyright under both United States and foreign laws. The Company makes no representations about the accuracy, reliability, completeness, or timeliness of the Material or about the results to be obtained from using the Material. You expressly agree that any use of the Material is entirely at your own risk. Most of the Material on the Web Site is provided and maintained by third parties. This third party Material may not be screened by the Company prior to its inclusion on the Web Site. You expressly agree that the Company is not liable or responsible for any defamatory, offensive, or illegal conduct of other subscribers or third parties.

The Materials are provided on an as-is basis without warranty express or implied. The Company and its suppliers and affiliates disclaim all warranties, including the warranty of non-infringement of proprietary or third party rights, and the warranty of fitness for a particular

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ผลลัพธ์ (ไทย) 3:[สำเนา]

คัดลอก!

หนังสือบอกเรื่องราวของ ผู้จัดการโรงงาน อเล็กซ์ rogo ที่พยายามปกป้องพืชของเขา อย่างน้อยแสดงการปรับปรุงบางอย่างภายใน 90 วัน ที่จะเปิดมันให้ได้ ปัญหาหลักของอเล็กซ์ที่โรงงานของเขาสามารถเสมอได้รับผลิตภัณฑ์ที่มีคุณภาพจากโรงงานในเวลาที่ค่าใช้จ่ายที่สามารถชนะการแข่งขัน โรงงานของเขาสูญเสียเงิน และหากเขาไม่สามารถทำปฏิการจัดการในที่สุดจะตัดสินใจปิดโรงงาน ในการต่อสู้ของเขาที่จะบันทึกพืชของเขา , แพทย์ , โจนาห์ , ช่วยให้เขาบรรลุจุดประสงค์ของเขา
อเล็กซ์ ด้วยความช่วยเหลือของโยนาห์ พบว่าเป้าหมายขององค์กรและองค์กรการผลิตทั้งหมดในทั่วไปคือหาเงิน โจนาห์อธิบายการวัดซึ่งแสดงเป้าหมายของการสร้างรายได้ในแบบที่แตกต่างกัน วัดเหล่านี้คือ :

throughput สินค้าคงคลังและค่าใช้จ่ายดำเนินงานสูง

หมายถึงอัตราที่ระบบสร้างรายได้ผ่านการขาย สินค้าคงคลังเป็นเงินทั้งหมดว่าระบบที่ได้ลงทุนในการซื้อสิ่งต่าง ๆ ซึ่งเน้นการขายและค่าใช้จ่ายการดำเนินงาน เป็นเงินทั้งหมดที่ระบบใช้ในการเปิดสินค้าในอัตราแล้วปรากฎว่า เป้าหมายขององค์กรคือการเพิ่มอัตราความเร็ว ในขณะเดียวกันก็ลดสินค้าคงคลังและค่าใช้จ่ายในการดำเนินงาน .
ช่วยอเล็กซ์ใน achieving เป้าหมายของเขา และการแก้ไขปัญหาในโรงงานของเขาในแง่ของการวัดซึ่งแสดงเป้าหมายของการทำเงิน , โจนาห์แนะนำเขาทฤษฎีข้อจำกัดข้อจำกัดของทฤษฎีวิธีการประกอบด้วยขั้นตอนต่อไปนี้เพื่อเพิ่มประสิทธิภาพของระบบ :
ระบุข้อจำกัดของระบบ ( s )
ตัดสินใจว่าจะใช้ประโยชน์จากข้อจำกัดของระบบ ( s )
ลูกน้องทุกอย่างเพื่อประโยชน์ข้อจำกัด ( s )
ยกระดับข้อจำกัดของระบบ ( s )
ถ้า ในขั้นตอนก่อนหน้าข้อจำกัดที่ได้รับการหักกลับไปขั้นที่ 1แต่ไม่อนุญาตให้ความเฉื่อยทำให้ข้อจำกัดของระบบ
ทฤษฎีข้อจำกัดวิธีการต้องตอบ 3 คำถามพื้นฐาน คำถามเหล่านี้ :
สิ่งที่เปลี่ยนแปลงไป
อะไรจะเปลี่ยนไป ?
วิธีการทำให้เกิดการเปลี่ยนแปลง
อเล็กซ์ใช้แนวคิดของ " ทฤษฎีข้อจำกัดเพื่อหาข้อจำกัดหรืออุปสรรคในโรงงานของเขาโจนาห์กำหนดคอขวดเป็นทรัพยากรที่มีความจุเท่ากับหรือน้อยกว่าความต้องการวางไว้บนมัน และไม่ใช่คอขวดเป็นทรัพยากรที่มีความจุมากกว่าความต้องการวางไว้บนมัน
เมื่อ อเล็กซ์ ก่อนพบโจนาห์ที่ O ' Hare สนามบิน พวกเขาเริ่มพูดคุยเกี่ยวกับหุ่นยนต์ อเล็กซ์ ถูกใช้ในโรงงานของเขา โจนาห์ถามอเล็กซ์ว่าหุ่นยนต์ในโรงงานของเขาได้เพิ่มผลผลิตอเล็กซ์เชื่อว่าหุ่นยนต์ได้ผลผลิตเพิ่มขึ้นในพื้นที่ประมาณ 36 เปอร์เซ็นต์ แล้วโยนาห์ก็ถามเขา ถ้าพืชของเขาสามารถจัดส่งผลิตภัณฑ์เพิ่มเติมต่อวัน เป็นผลมาจากสิ่งที่เกิดขึ้นในแผนกที่เขาติดตั้งหุ่นยนต์ แล้วเขาก็ถามว่าเขาได้ยิงใคร ถ้าสินค้าของพวกเขาได้หายไปแล้ว อเล็กซ์ตอบคําถามเหล่านี้ทั้งหมดไม่มี !และการอภิปรายไปใน จุดสำคัญที่นี่คือโยนาห์กล่าวถึงหุ่นยนต์ทำงานในกระบวนการคอขวดไม่ เพิ่มหุ่นยนต์ให้คอขวดไม่กระบวนการระบบที่กระบวนการคอขวดอยู่ไม่ได้ช่วยเพิ่มผลผลิตโดยรวม แทนที่จะเพิ่มสินค้าคงคลัง . สิ่งที่อเล็กซ์ต้องทำคือหาคอขวดในระบบและพยายามที่จะลบพวกเขา

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การสนับสนุนเครื่องมือแปลภาษา: กรีก, กันนาดา, กาลิเชียน, คลิงออน, คอร์สิกา, คาซัค, คาตาลัน, คินยารวันดา, คีร์กิซ, คุชราต, จอร์เจีย, จีน, จีนดั้งเดิม, ชวา, ชิเชวา, ซามัว, ซีบัวโน, ซุนดา, ซูลู, ญี่ปุ่น, ดัตช์, ตรวจหาภาษา, ตุรกี, ทมิฬ, ทาจิก, ทาทาร์, นอร์เวย์, บอสเนีย, บัลแกเรีย, บาสก์, ปัญจาป, ฝรั่งเศส, พาชตู, ฟริเชียน, ฟินแลนด์, ฟิลิปปินส์, ภาษาอินโดนีเซี, มองโกเลีย, มัลทีส, มาซีโดเนีย, มาราฐี, มาลากาซี, มาลายาลัม, มาเลย์, ม้ง, ยิดดิช, ยูเครน, รัสเซีย, ละติน, ลักเซมเบิร์ก, ลัตเวีย, ลาว, ลิทัวเนีย, สวาฮิลี, สวีเดน, สิงหล, สินธี, สเปน, สโลวัก, สโลวีเนีย, อังกฤษ, อัมฮาริก, อาร์เซอร์ไบจัน, อาร์เมเนีย, อาหรับ, อิกโบ, อิตาลี, อุยกูร์, อุสเบกิสถาน, อูรดู, ฮังการี, ฮัวซา, ฮาวาย, ฮินดี, ฮีบรู, เกลิกสกอต, เกาหลี, เขมร, เคิร์ด, เช็ก, เซอร์เบียน, เซโซโท, เดนมาร์ก, เตลูกู, เติร์กเมน, เนปาล, เบงกอล, เบลารุส, เปอร์เซีย, เมารี, เมียนมา (พม่า), เยอรมัน, เวลส์, เวียดนาม, เอสเปอแรนโต, เอสโทเนีย, เฮติครีโอล, แอฟริกา, แอลเบเนีย, โคซา, โครเอเชีย, โชนา, โซมาลี, โปรตุเกส, โปแลนด์, โยรูบา, โรมาเนีย, โอเดีย (โอริยา), ไทย, ไอซ์แลนด์, ไอร์แลนด์, การแปลภาษา.