Which means that, except for Ron, each of our speeds depends upon the speeds of those in front of us in the line. And he ultimately can’t go any faster than the kid in front of him. Once I’ve closed the gap between us, I can’t go any faster than the rate at which the kid in front of me is going. But I can only do that until I’m bumping the kid’s rucksack (and if I did that he’d sure as hell tell his mother). If he continues walking at the same rate, and if I speed up, I can reduce the gap-and maybe reduce the total length of the column, depending upon what’s happening up ahead. Can I shorten the length of the line? Well, between me and the kid ahead of me is a gap of about five feet. But what happens when someone moves faster than Ron? Aren’t the longer or faster steps supposed to make up for the spreading? Don’t the differences average out? Suppose I walk faster. If one of the boys takes a step that’s half an inch shorter than the one Ron took, the length of the whole line could be affected. It wouldn’t even have to be as obvious as when Dave slowed down. Every time someone moves slower than Ron, the line lengthens. That’s when I begin to understand what’s happening. Which means the entire line has grown by 20 feet. In front of him, Ron continues onward, oblivious. why can’t we all just walk at the same pace as Ron and stay together? I’m watching the line when something up ahead catches my eye. To prevent too much diffusion there is the need to repeatedly realign interpretations and periodically use the movie.“Yet. As the company moves in a new direction there will be some unavoidable diffusion. Processes originating with Eliyahu Goldratt (Theory of Constraints). Reaching agreement on the change in direction is not a one-time effort. The use of this video is not limited just to the beginning of the implementation process.

A powerful tool to create such agreement is The Goal Movie: The How-To Version. One of the main obstacles standing in the way of implementing a major change is reaching a wall-to-wall agreement on the direction of change. coming up with answers to solve the plant's problems. focuses on dealing with bottlenecks, the leverage point to increase productivity. When reading the book The Goal written by Eliyahu Goldratt, there were many lessons that I learned in order to have a clear and concise understanding of a. The Goal explains the 'Theory of Constraints'. The Goal is centered on a production manager named Alex Rogo who has three months to turn around a deficient, unprofitable manufacturing plant. This video takes the book The Goal and shows you how to put the concepts to work in your company.Įliyahu Goldratt's The Goal is unusual among business management.

The goal eliyahu goldratt summary