Production the TOC way Goldratt, Eliyahu M.

By:

Goldratt, Eliyahu M

Material type: Text

TextPublication details: Madras Productivity and Quality Publishing Pvt. Ltd. 2003 Edition: Revised editionDescription: 93 p. With CD at Acc. No. CD1619ISBN:

9788185984155

Subject(s):

DDC classification:

658.5

Summary: The Goal was a runaway best-seller with many managers totally identifying themselves with Alex Rogo, the hero in the story. Many tried to implement the revolutionary management principle, The Theory of Constraints, unsuccessfully, with a few exceptions. While most readers could perceive and agree with the "common sense" of The Goal, they nevertheless had difficulty implementing the Theory of Constraints, for they could not identify the real constraint - they continued to try to improve everything they knew how to improve, they continued to justify investments based on cost calculations, they continued to make decisions based on product-cost impact. However, they continued to ignore the fundamental difference between a transfer batch and a process batch, they even continued to measure efficiencies and variances. And this was done even in companies where the President made The Goal mandatory reading! (http://www.pqp.in/scart/ProductionTheTOCWay.aspx)

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Holdings
Item type	Current library	Call number	Status	Date due	Barcode	Item holds
Book	Ahmedabad	658.5 G6P7 (Browse shelf(Opens below))	Available		169875

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Previous	658.5 G6C7 Critical chain	658.5 G6I8 It's not luck	658.5 G6M4 Missing organizational linkages: tools for cross-level research	658.5 G6P7 Production the TOC way	658.5 G6Q8 Quantitative methods in project management	658.5 G7H4-1995-2 High output management: with a new introduction	658.5 G7O7 Operations management

The Goal was a runaway best-seller with many managers totally identifying themselves with Alex Rogo, the hero in the story. Many tried to implement the revolutionary management principle, The Theory of Constraints, unsuccessfully, with a few exceptions. While most readers could perceive and agree with the "common sense" of The Goal, they nevertheless had difficulty implementing the Theory of Constraints, for they could not identify the real constraint - they continued to try to improve everything they knew how to improve, they continued to justify investments based on cost calculations, they continued to make decisions based on product-cost impact. However, they continued to ignore the fundamental difference between a transfer batch and a process batch, they even continued to measure efficiencies and variances. And this was done even in companies where the President made The Goal mandatory reading! (http://www.pqp.in/scart/ProductionTheTOCWay.aspx)

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