Zhihan

“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.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“The entire bottleneck concept is not geared to decrease operating expense, it’s focused on increasing throughput.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“Putting it precisely, activating a resource and utilizing a resource are not synonymous.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“For the ability to answer three simple questions: ‘what to change?’, ‘what to change to?’, and ‘how to cause the change?’ Basically what we are asking for is the most fundamental abilities one would expect from a manager.”
― Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement