Sublime

So the way to express the goal is this? Increase throughput while simultaneously reducing both inventory and operating expense.

The Goal, which laid out his “Theory of Constraints.” Goldratt’s theory explains that any system with a goal has one limit, and worrying about anything other than that limit is a waste of resources. If an assembly has three sections, and two of those sections can produce one hundred units per hour while the third can only produce fifty units per ho

O quarto componente é a probabilidade de sucesso a cada etapa.

The book, cloaked in the guise of an entertaining novel, instructs manufacturers to focus on maximizing the efficiency of their biggest bottlenecks.

Constraints, he is told, are the obstacles holding the whole system back.

As a leader, this should make you ask the following questions: When you create plans, do you treat them as “finished,” something ready for performance, for execution in operation? Do you expect a “Yes, Admiral” reply? Or, do you treat plans as your first, best guess of what to do, why to do it, and how to get it done? Do you invite challenges to al

Great planners who don’t execute their plans go nowhere.