Writting assignment : The Goal: A Process of Ongoing Improvement

timer Asked: Oct 21st, 2018
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Question Description

The Goal: A Process of Ongoing Improvement By: Eliyahu M. Goldratt, Jeff Cox

Either you have the Goal book or download it from e-book or Kindle I will add the e-book value as tip . I have it as e-book from Kindle but cannot download it to attach .

Format:The written report should be typed, double-spaced, approximately five pages in length using twelve-point font and one inch margins.

Content:Your report should address the following questions.

(1)What is "the goal" of a business?

(2)There are three measures for determining progress in achieving the goal.Define/explain these three measures.

(3)Who is Herbie and what does he represent?Explain in some detail.

(4)Discuss methods, in detail, for dealing with bottlenecks.Make sure your discussion includes the drum-buffer-rope concepts.

  1. We commonly find a lack of balance and the existence of bottlenecks in non-manufacturing processes as well.Think of an example of a non-manufacturing process where you work/have worked and demonstrate that you understand Goldratt's philosophy by explaining how it applies to this process.Be very specific in your description and be sure to clearly illustrate the drum-buffer-rope concepts in your example.If you have not worked full-time yet in your career, choose a process here at the University or some other organization that you are familiar with.

Tutor Answer

School: Rice University


The Goal: A process of Ongoing Improvement

The Goal: A Process of Ongoing Improvement
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October 2018


The Goal: A process of Ongoing Improvement


The Goal: A Process of Ongoing Improvement
The goal of a business
The key goal of all businesses is to generate a return in the form of revenues to the owner,
stakeholders and shareholders. In order for a business to thrive in the market then it has to make
profits in order to survive the market and succeed. A business can be able to tell its achieving
this purpose by checking if there is an increase in net profits which is simply taking the net
incomes and subtracting the expenses. Furthermore, return on investment and cash flows can be
used as an indicator of created value/money for the business.
Three Measures for Determining Progress in Achieving the Goal
Making money measures for a business can be translated to the production environment can be
translated into a production environment via throughput which is the efficiency or speed at which
the system generates funds through “sales”. The inventory associated with all funds invested by
the system in purchasing the things it intends to sell, as well as the operating expenses associated
with all funds spent by the system in converting inventory to an end product. The key reason
why money making is the key goal is because all the three measures have a common foundation,
that is, funds flow into the system; funds are stuck in the system, and funds flowing out of the
system. Eliyahu Goldratt believes that the ultimate goal of most organizations is to create profits,
and other goals come from this goal. He said that these restrictions hinder the organization's best
interests. There is at least one limit for each organization.
(Goldratt, E. M., & Cox, J. (1992).
Herbie and What he Represents
Goldratt uses a character in the book, Herbie, to indicate bottlenecks or limitations in
the process. (Herby is one of the scouts who have problems with other units in the weekly

The Goal: A process of Ongoing Improvement


parade). If companies want to improve their business and go beyond competition, they need to
find their herbies. The identification of our specific Herbies begins with observing our processes
and recording the real situation. There are many tools that can help us achieve this goal,
including value stream maps, organization charts, and flowcharts. Each of them can determine
the area in which we can expect delay (Goldratt, E. M., & Cox, J. (1992).
Although there may be many types of "Herbies", here are some examples a company
can investigate:
1. "Delivery of materials Herbie."
Most of us have heard "what happens until someone sells something." This is true, but the good
result is "You can't do anything if we don't have equipment." The plan is based on the timely
delivery of different types of materials, and when the delivery did not happen, Herbie was
formed. We must consider whether our suppliers are reliable, whether the delivery time is
realistic, whether there are other sources of supply, or whether other materials can be used. By
revealing the supply of these devices, Herbie must take steps to reduce the risk of hardware
shortages (Goldratt, E. M., & Cox, J. (1992).
2. "I just bought a new machine and I need to load Herbie."
This is a common cause of delay, but it can be completely avoided. When we invest in new
machines, we hope that this investment will pay off. As a result, we tend to overload new
machines, and then we want to know why so many tasks are waiting for us. There must be other
resources to cope with Herbie's work. (Remember, work is done somewhere before the new
machine appears). These resources may not be as effective as the new machine, but there is no
benefit if productivity is not improved. It is important to understand the true possibilities of each

The Goal: A process of Ongoing Improvement


new machine, which usually has steep learning curves and turning points (Goldratt, E. M., &
Cox, J. (1992).
3. "I don't have Herbie's paperwork."
Even in these electronic data ages. In return, most of us report some newspapers. Unfortunately,
these files are not always well controlled and available to those who need it. The time it takes to
search for a document can be time consuming, resulting in a lack of discipline in the
organization. Procedures must be established (and respected) to ensure the necessary information
is passed through each position...

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Tutor went the extra mile to help me with this essay. Citations were a bit shaky but I appreciated how well he handled APA styles and how ok he was to change them even though I didnt specify. Got a B+ which is believable and acceptable.

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