Sign in with Facebook
“I smile and start to count on my fingers: One, people are good. Two, every conflict can be removed. Three, every situation, no matter how complex it initially looks, is exceedingly simple. Four, every situation can be substantially improved; even the sky is not the limit. Five, every person can reach a full life. Six, there is always a win-win solution. Shall I continue to count?”
― The Goal: A Process of Ongoing Improvement
― The Goal: A Process of Ongoing Improvement
“The entire bottleneck concept is not geared to decrease operating expense, it’s focused on increasing throughput.”
― The Goal: A Process of Ongoing Improvement
― The Goal: A Process of Ongoing Improvement
“So this is the goal: To make money by increasing net profit, while simultaneously increasing return on investment, and simultaneously increasing cash flow.”
― The Goal: A Process of Ongoing Improvement
― The Goal: A Process of Ongoing Improvement
“What you have learned is that the capacity of the plant is equal to the capacity of its bottlenecks,” says Jonah.”
― The Goal: A Process of Ongoing Improvement
― The Goal: A Process of Ongoing Improvement
“STEP 1. Identify the system’s bottlenecks. (After all it wasn’t too difficult to identify the oven and the NCX10 as the bottlenecks of the plant.)
STEP 2. Decide how to exploit the bottlenecks. (That was fun. Realizing that those machines should not take a lunch break, etc.)
STEP 3. Subordinate everything else to the above decision. (Making sure that everything marches to the tune of the constraints. The red and green tags.)
STEP 4. Elevate the system’s bottlenecks. (Bringing back the old Zmegma, switching back to old, less “effective” routings. . . .)
STEP 5. If, in a previous step, a bottleneck has been broken go back to step 1.”
― The Goal: A Process of Ongoing Improvement
STEP 2. Decide how to exploit the bottlenecks. (That was fun. Realizing that those machines should not take a lunch break, etc.)
STEP 3. Subordinate everything else to the above decision. (Making sure that everything marches to the tune of the constraints. The red and green tags.)
STEP 4. Elevate the system’s bottlenecks. (Bringing back the old Zmegma, switching back to old, less “effective” routings. . . .)
STEP 5. If, in a previous step, a bottleneck has been broken go back to step 1.”
― The Goal: A Process of Ongoing Improvement
Siddharth’s 2024 Year in Books
Take a look at Siddharth’s Year in Books, including some fun facts about their reading.
116 books
|
160 friends
1,692 books
|
2,624 friends
21 books
|
275 friends
44 books
|
84 friends
2 books
|
41 friends
16 books
|
172 friends
1 book
|
179 friends
5 books
|
96 friends
More friends…
Favorite Genres
Polls voted on by Siddharth
Lists liked by Siddharth
