“The Goal” is an engrossing narrative that is changing management thought in the Western world. Alex’s struggle to rescue his factory is more than compelling reading.

It delivers a serious message for all industry managers and discusses the concepts that underpin Eli Goldratt’s Theory of Constraints (TOC).

Some of the great quotes from “The Goal”:

-Due to some issues, I can’t tell him about my personal life.

-“Sit down,” he says as he turns away from the door. This entire time, I’ve been standing. 

-I take a seat in one of the chairs in front of the desk, where guests would normally sit and spend their time.

-Al, this isn’t my hometown. I don’t hold the same sentimental attachment to it as you do.

-I finally move around her and wrap my arms around her. 

-We both remain silent for a few minutes as we stand together. 

-When she stops crying, she takes a step back and turns to face me.

-It’s a little dismal in the centre of town. 

-After we’ve completed, you should have a good notion. 

-If your plant fails, the value of your education will obviously be minimal, and you will owe me nothing. 

-However, if you learn enough from me to make billions, you should compensate me proportionately.

-The streets are lined with sooty, falling old brick structures. 

-Several storefronts are either abandoned or covered in plywood. 

-There are numerous railroad tracks, yet there are few trains.

-As a result, accommodation fees and extra meals will be incurred.

-Our company’s future hinges on our capacity to boost productivity.

-Market share is more important than sales as a goal. If you have the largest market share in your industry, you will have the best sales.

-To offload stockpiles, a corporation may sell at a loss or for a modest profit above cost.

-If the goal is to make money, then any action that takes us closer to that goal is productive (to use Jonah’s terminology).

-Saturday morning, I open my eyes to a dismal green blur. My son, Dave, appears in the blur, clothed in his Boy Scout uniform. He’s squeezing my arm.

-I’m trying to figure out how to do this when I observe a kid rolling a pair of dice at one of the other tables.

-This hike isn’t about seeing who can get there the quickest. The plan is to go there as a group. Out here, we’re not a group of individuals. We’re a group.

-I’m staring at the dark bedroom ceiling after midnight when I hear a car pull into the driveway. 

-I get from my bed and sprint to the window. The headlights are arcing back toward the roadway by the time I arrive.

-It’s just an odd person who has turned around. The automobile takes off.

-Looking down the table at the expressions on their faces, I can tell they’re perplexed by what I’ve said.

-It’s like if I just proved that two plus two equals four and you still don’t believe me.

-That night, I’m home by ten o’clock. I’m depressed, yet I’m at home. 

-Then I realise there is only one woman. I get from my seat and proceed to the phone, where I stare at it for about five minutes.

-I was just wondering if there would be any damage in us seeing one other once in a while, while you’re making your decision.

-I head back to the office, fuming, to have Donovan paged so I can figure out what went wrong. I pass several lathes on the way and there he is, chatting to Otto the foreman.

-Al, I’m not sure what our aim is or should be, but I believe we both see that there must be some type of need between us.

-It isn’t just common sense, though. We do things every day that are in direct opposition to the established manufacturing rules that most people follow.

-You can be making money temporarily. But, if you’re truly running your plant this way, I don’t see how you’ll be able to keep it profitable for long.

-True, we didn’t name them improvement projects, but I don’t think that’s the most important distinction.

-I believe the issue lies in our differing interpretations of the term “improvement.”

-The other place where we have relatively long lines is in front of resources with limited capacity. 

-These resources provide some red-tag parts to the bottlenecks, but they also work on a lot of greentag parts, which are parts that go to assembly rather than through the bottlenecks.

-The same source provided local efficiency, optimal batch sizes, product pricing, and inventory evaluations. 

-It didn’t bother me in the least. For a long time, as a controller, I questioned the veracity of cost accounting.

-Our organisations’ complexity nearly ensures that there aren’t many of them. In any case, the S in parentheses at the end of the term ‘constraint’ will take care of it.

-We had all of the information; we just didn’t have a thought process that would require and guide us to evaluate them early in the game.

-Only a small percentage of our order intake has outstanding commitments for very quick delivery periods.

-We went out of our way just two weeks ago to get them to quote two weeks. 

-They didn’t have a lot of faith at the time. 

-They will now abandon the entire sales campaign as a result of this.

Readers also Love to Read:

Source