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Passage 1 Customer Order 41427

I chose the outcome ‘Apply systems thinking to address challenges and

oppurutunities managers encounter’ as a framework for the first passage that illustrates Mr. Rogo’s perspective regarding the client’s missing order 41427. System thinking is a structured approach to solving problems by identifying what drives patterns of behavior, including mental models, so that one can create long term solutions. In the first senario Bearington Plant is having issues with getting consumer’s products delivered in time which is causing a system breakdown. To resolve this issue. Mr. Rogo should ask each stake holder their perspective of why orders are not being shipped within a resonable timeframe using the five whys tool or casual loop diagram. Looking at what each department does we can decipher the root cause of the deliveries not arriving on time. The order has not been shipped because parts are missing. The parts are missing because the machinist are working on a order that was placed ahead which somebody imposed on him. “The plant has four ranks of priority for orders: hot, very hot, red hot, and do it now and they cannot keep ahead of anything” (Goldratt & Coxx, 2014, p.8). The set up process takes a long time and the vice president wanted the machinist and his worker to stop and work on the order that was late. There seems to be a pattern of pushing work ahead which is only making them get further behind. Materials are being wasted which is costing money. Rogo believes that since the staff has been cut this has been their issue with getting orders placed. The vice president states “The order is a symptom of the problem your plant is losing money” (Goldratt & Coxx, 2014, p.11). Fixing the symptom is a short term solution and the problem will become a pattern. Like, our previous case study this plants quality, cost and speed were declining. They have implemented quick fix solutions to fix the problem such as letting people go and pushing orders ahead of others based on urgency. With workers and machines being overworked their speed slowed down, orders were pushed ahead of others, and money was being wasted because products that were not complete were thrown out. The plant’s reputation declined and the root cause was ineffective leadership. Because the manager has mental models which are “assumptions that influence how we understand the world and take action” it has allowed him to shift the blame on the vice president instead of creating a counter measure for their issue (Senge, 2006, p.8) . The systems thinking approaching would have created a learning organization where “problems are seen as being caused by our own actions and not someone out there” (Senge, 2006, p.12). This passage was chosen because it shows how solving complex issues without a system thinking approach can lead to unintended consequences especially when managers are only addressing the symptom of the system instead of creating a root solution. This scenario shows Mr. Rogo would have benefited from implementing effective business management by “evaluating the interrelations of systems, comprehending the forces that are at work on the business and subsequently choosing changes that result in improved production both in the near-term and in the long-term” (Albrecht, 2017).

Passage 2 Celebration for Order 41427

While ‘celebrating’ order 41427 being shipped Mr. Rogo seems to finallybe beginning to think systematically. He has been able to identify the problem as not being able to “consistently get a quality product out the door on time at the cost that can beat the competition?” (Goldratt & Coxx, 2014, p.24). The most effective managers analyze what is the root cause of the situation and that is what Rogo is beginning to do. He begins to break each department down to decipher what could be issue. If we could just get our backlog out the door. Sometimes it'slike little gremlins out there. When he stated “Every time we start to get it right,they sneak around between shifts when nobody is looking and they change things just enough so everything gets screwed up. I swear it's got to be gremlins” I felt like he was begginning to backtrack (Goldratt & Coxx, 2014, p.25). He was addressing the symptom and not the root cause. Again he should be asking why is there a backlog in the first place.

Passage 3 Mandatory Meeting

The first thing that stood out to me was when he stated “He instructed to us to bring data and and notes that will let us go through a thorough assessment of all the division’s operations” (Goldratt & Coxxm 2014, p. 27). I think this a good first step to thinking systematically and is something he should have done in the beginning instead of walking in and disrupting there process. Rogo’s main takeaway from Peach’s meeting is that “The future of our business depends upon our ability to increase productivity"(Goldratt & Coxx, 2014, p. 31). Again to resolve this issue Rogo must ask why is productivity low. He went on to describe how the vice president used to run things. “He wasn’t afraid to delegate responsibility. He wanted to be open to new ideas."Employee shave to feel good about their work in order to be productive,"Peach would try to listen” (Goldratt & Coxx, 2014, p.28). These are all things that effective managers do and Rogo should be using these management skills to lead his team and turn around production. Part of the reason productivity is low is because team motivation is low. By being what he described his vice president around he can motivate his employees to perform their best.

Response to Mladen

Awesome job on your post Mladen, what I learned from your post is the importance of having a performance that enhances the your products and services thus, creating value for the company. In order to do that leaders must have good management skills and be able to inspire. Each stakeholder should have core values that answer “How do we act, consistent with our mission, along the path toward achieving our vision?” (Senge, 2006, p.208). “One thing I do know," I tell him, "is that after the second round of layoffs you forced on us three months ago, along with the order for a twenty percent cutback, we're lucky to get any-thing out the door on time.” (Goldratt & Coxx, 2014, p.10). One way leaders fail at creating value is when they put cost cutting ahead of investments that enhances growth. This is illustrated in the following passage: “"Then give me the people I need!" I tell him."You've got enough people! Look at your efficiencies, forgod's sake! You've got room for improvement, Al," he says."Don't come crying to me about not enough people until you show me you can effectively use what you've got." (Goldratt & Coxx, 2014, p.11). This produced a short time affect better efficiencies however, they are still unable to get their products shipped in time. “Since customers value consistent quality and timely delivery the skills, systems, and processes that produce and deliver quality products and services are highly valuable to the organization”(Hillstrom, n.d.). They need to invest in quality leadership and employee training if they want to see improvements and growth.

Resources

Albrecht, D. (2017, October 30). Amplify Your Leadership Effectiveness: Apply Systems Thinking. Retrieved from https://www.forbes.com/sites/forbeshumanresourcescouncil/2017/10/30/amplify-your-leadership-effectiveness-apply-systems-thinking/

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Preface–p. 112 (This will be referred to as Part 1 of your The Goal readings.)

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday. Chapter 9, “Mental Models” (pp. 163–190)

After Reading the first part of The Goal, I have chosen to apply systems thinking to address challenges and opportunities managers encounter. Alex is illustrated with a number of challenges that deal with order 41427. In Part1 I have chosen “I take a slow look around. There is hardly anybody working in the departments that don’t have something to do with 41427. Donovan has stolen every body he could grab and put them all to work on this order.” (Goldratt & Cox, 2014, pg. 15). Everyone on the team have different ideas and different opinions on how everything should be done. In order to provide the upmost customer service they cannot be stuck on one order. Everything is slowed down, there is no urgency, and order 41427 is already 7 weeks late. With that all being an issue all the other orders are being pushed back. Every department is already on this one order and having it done by a certain day but that slowed down all the production for other orders. When manager do not understand system thinking there is no foundation for the departments. Every employee is being misguided there’s not efficacy. This passage shows how poorly everyone is trained. Donovan can be a great employee but a very poor manager. One manager can not have everyone work one order, “stolen every body he could grab and put them all to work on this order.”

“So, what the hell is it? It’s the damn competition. That’s what’s killing us. Ever since the Japanese entered our markets, the competition has been incredible. Three years ago, they were beating us on quality and product design. We’ve just about matched them on those. But now they’re beating us on price and deliveries” (Goldratt & Cox, 2014) this is my favorite part through the whole reading. This illustrates the key point in today’s business world. If we do not keep up with demands we fall short from out competition. When it comes to system thinking managers need to frame goals then find solutions to beat that goal. If we do not we become no match to our competition. Managers need to be able to make changes that will benefit the company and its growth. Everything in a business setting needs to be illustrated and worked to overcome only then one will be able to propel forward. System thinking allows mangers to take parts of the company and figure out what is not being done that is holding everything back. Alex noticed that years back they were in no competition for other leading competitors but today the tables are turned. We can take Radio Shake and Sears as examples these companies did not keep up with customer demands and keep up with changing society the end result was that most of their locations have been slowing shut down. Leaving other leading competitors to gain that to their advantage. When companies are struggling other companies can gain from them and figure our a way to not do what the failing company did.

From how far I read the most important thing I have came across is “No, that is not your problem,” he says. “Your problem is you don’t know what the goal is. And, by the way, there is only one goal, no matter what the company” (Goldratt & Cos, 214). This I believe is true no matter what aspect of business we look at. We all should have one rule that is to succeed. The goal should always be to make money and have positive results. This will increase customer satisfaction and an increase in demands. System thinking allows managers to have an idea of what part of the company is lacking and how it should be changed so that it doesn’t have an dramatic impact on the other departments. There should be an urgent need to increase revenue, investments, and net profits. But they do not see that when an order is already backed up why spend time and labor on just one when everything is being slowed down. Alex needs to figure out what part of system is lacking and work from there so it doesn’t affect the whole company.

References:

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Hello Andrew,

I really liked how you mentioned the “goal is to make money” I was drawn to that idea as well. No matter what business we are in the end result should always be to see profit and an increase in revenue. But when you have so much going on in your own life its hard to put business before personal specially when it taps into your personal time. Alex was already having problems in his personal life while dealing with company. Peach was being so hard on him. With such pressure its hard to show improvement specially when leadership doesn’t care but only the profits they are getting. “Our workload is crazy. Some weeks I have a reasonable amount of assignments and I can readily meet all of my obligations. In other weeks I have such a backlog of requests that I find myself working late every night and over the weekend…. My husband has given up trying to schedule family activities during those times and takes to referring to me as his “shadow” wife.” (Wheelwright & Schmidt, 2011, p. 6). Everything let to a domino effect. In the end employees are also dealing with family problems. So if they already were trying to juggle a heavy workload and dealing with a family why would they want to continue working for such a company? If employers do not attend to employees first they tend to lose on some valuable employees, which also causes a decrease in their profits because they are being so hard on their most valuable employees.

References:

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Wheelwright, S. C., & Schmidt, W. (2011). Baria Planning Solutions, Inc.: Fixing the sales process [Case study]. HBS Case 4568.Boston, MA: Harvard Business School. Retrieved from https://hbsp.harvard.edu/tu/c268b54e

Hello Amanda,

I like how you mentioned Jonah talking to Alex about him not knowing “what you goal is”. I also feel for a company to keep up with competitors they need to see what there goals are and how they can prevent downfalls. He is taking little ideas and not looking at the bigger picture nor is he thinking in a systematic way. In order for the plant to be successful they need to be able to figure our what the problem is and why is it causing such and impact entirely. Jonah already hinted he does not know what the “goal is”. Since he hasn’t figured it out everything is going to cause a downshift. When clients are not receiving their orders on a timely manner no one will want to do business with them. Eventually word get’s around to other companies and believe me customers talk. They will use it to their advantage and do the exact opposite to prevent a loss of clients.

References:

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

· Analyze a complex value creation system using management concepts.

· Apply systems thinking to address challenges and opportunities managers encounter

Then, select three or more short passages from this week’s assigned readings in The Goal that contain one or two essential ideas that you found compelling. Analyze each using the Course Outcome you selected as a framework. (Note: Part one of The Goal outlines the various performance problems that the Bearington plant is having, so feel free to practice your systems thinking skills to explain why the plant is having such difficulties! Either course learning outcome above will allow you to do this.)

For this Shared Practice, write a 3- to 4-paragraph essay. Identify the Course Outcome you selected and the passages from Part 1 of The Goal . Explain why each passage you chose is relevant and important in effective business management. Justify your response and include citations for each passage.

WMBA 6040

Week 5

Shared Practice

I chose to apply systems thinking to address challenges and opportunities managers encounter. Systems thinking is paramount to the success of any organization. Goldratt (2014) explains that most companies focus on individual processes. This passage rings true in the book at my workplace. We frequently get caught up in solving a particular issue without taking the time to understand how it links to other processes and affects the system as w hole.

We also lose focus by not taking into account personal constraints and how these lead us to make certain assumptions dependent on our background and view of the world. Goldratt (2014) states that all managers have different views on the purpose behind what they must accomplish and how to get there. These constraints must be considered to make clear decisions.

Goldratt (2014) also talks about the weakest link and how this is a constraint in every group. It reminds me of the saying “you are only as good as your weakest link”. I see this in my workplace as well. I have been a member of a very focused and talented team that was unable to produce deliverables on time due to the constraint of our weakest link.

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Garrett-

This also reminds me of several companies I have worked for, including my present job. We spend resources being reactive instead of proactive because we are constantly solving only surface issues instead of taking a systems approach.

Scott-

Your post really helped me understand how to apply systems thinking in this assignment. Determining the goal was paramount for Alex and the plant to start changing outcomes. Alex statement, “I don’t even know what productivity is” was telling in how the he did not understood the real goal until he started dissecting what was happening at the plant. It was important for Alex and his team to think about operations in the different way. Throughput, inventory and operational expenses contribute to the real goal: to make money.

The discussion about constraints took me by surprise. I now see that constraints do not need to be eliminated but exploited and used to accomplish the goal. Focusing on constraint management and the interaction of throughput, inventory and operational expenses is vital to move the plant toward the goal.

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Amanda-

I liked the fact that your post included a discussion regarding organizational learning disabilities. The plant is an example of the illusion of taking charge. Senge (2006) explains that organizations often appear to be proactive when they are only reacting to problems and not looking at the system as a whole. Solutions, such as the robot usage in this example, may appear to be increasing productivity when they are actually restraining it.

I would add that Alex was also using a mental model based on his past experience and how he viewed the situation. His “idea” about what was happening was biased and changed as he tool Jonah’s advice and started to really dissect the information and determine the actual goal (Goldratt & Cox, 2014).

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.

The organizational learning disability of the illusion of taking charge, as well as the law of the cure being worse than the disease was seen in the reading. The illusion of taking charge gives the appearance of preemptive measures but is, in fact, reactionary and creating solutions to "fix" problems while making them worse is a sign of the fifth law (Senge, 2006). " Every six months it seems like some group from corporate is coming out with some new program that’s the latest panacea to all our problems. Some of them seem to work, but none of them does any good. We limp along month after month, and it never gets any better. Mostly it gets worse (Goldratt & Cox, 2014, p 18). The company did not appear to assess further factors that lead to the failure but instead continued to implement programs. It was likely that programs presented masked symptoms instead of fixing underlying problems. Alex had to foresight to recognize that this was an issue and an underlying problem was looming. He attempted to look at the bigger picture and ask what he was missing. He knew that something was the cause of the plant being consistently late with producing goods. He assessed cost reduction strategies, efficiencies, and loss of revenue. He did not segment it by departments. He judged the plant as a whole. Manager must not limit themselves to their team or department when addressing issues. Most issues are system-wide and have a direct impact on other functions. The organization must be addressed completely.

If I may, I would like to share a couple of my favorite passages from this week’s reading, as they relate to both of this week’s discussion forums. On page 139, Jonah defines a bottleneck for the team, as “any resource whose capacity is equal to or less than the demand placed upon it.” Jonah then adds, “you should not balance capacity with demand. What you need to do instead is balance the flow of product through the plant with demand from the market (Goldratt & Cox, 2014, p.139). And finally, Jonah explains, “…bottlenecks are not necessarily bad – or good, … “they are simply reality.” “…you must use them to control the flow through the system and into the market” (p. 140).

In these brief passages, Jonah both defines a bottleneck to a process and then points out two very important functions of the Theory of Constraints, first, resource capacity should not be balanced to demand, but instead you should balance the resource flow of the product to demand from the market, and secondly, bottlenecks are present in all systems and should be utilized (managed) to control the flow through the system. These two ideas are very much against the paradigms that exists at UniCo and at most companies.

Thanks for reading

· Create a plan for ongoing improvement and increased capability based on an evaluation of an organization’s systemic constraints.

· Analyze a complex value creation system using management concepts.

Then, using Part 2 of your The Goal readings, research and select three short passages that contain one or two essential concepts pertaining to management that you found to be compelling. Analyze each using the Course Outcome you selected as a framework. Note: A theme this week you can focus on is to explain why the techniques that the team are implementing working, and how "breaking the rules" in this case makes sense from a systems performance perspective).

Respond to at least two of your colleagues who selected alternate Course Outcomes. Provide an insight or another example from the book. Your responses must be at least 1 paragraph in length and should be related to the content in Part 2 of The Goal.

Joselyn-

I agree that the first step is identifying the bottleneck and non-bottlenecks in the system.

“Most manufacturing plants do not have bottlenecks. They have enormous excess capacity. But they should have them – one on every part they make” (Goldratt & Cox, 2014, p. 151). As Alex explained, it is necessary for management to determine the bottlenecks. It is also important to teach employees how to recognize them as well. Often times it is the front line workers who are able to point out areas of concern. They may not know the terms such as drum (constraint), buffers (additional inventory to make up for constraint) or rope (connection between the two) but they can typically show management specific processes that are not working efficiently (Laureate Production, 2013).

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.

Laureate Production (Producer). (2013). Coins and dice game: Theory of constraints [Video file]. Baltimore, MD: Author.

Steven-

I liked your example. It illustrated how, in many cases, management itself can be the constraint. Relying on a particular person to motivate staff does not change the underlying bottleneck in a process or procedure. Results will increase, but only on a temporary basis. Senge (2007) explains that solutions to a problem that address symptoms can only contribute to short term gains. This is a classic “shifting the burden” scenario. This will show temporary improvement but actually puts the organization behind by not getting to the root of the issue.

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.

look to address only the symptoms rather than the ultimate cause will have only short-term affects. “Shifting the burden” systems show up whenever there is an apparent, “symptomatic” solution to a problem—a quick-fix—which seems to clear it up. However, that solution has the disadvantage of causing side-effects that hinder the system’s capability to put in play a fundamental solution (which actually would solve the problem at its roots).

Alex explains that it is also vital to clearly communicate the concept of constraints and bottlenecks to every member of the team (Goldratt & Cox, 2014). Making certain that the team understands the Theory of Constraints will lead them to discover new constraints and bottlenecks that may not have been originally considered. Stacey reminds us that employees, not just management should be the drivers behind operational change (Goldratt & Cox, 2014). This will push the organization closer to its ultimate goal of profit generation.

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press.

Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. New York, NY: Doubleday.

**Discussion 2: Shared Practice: The Goal, Part 1**

Critical thinking is a reasoned, purposive, and introspective approach to solving problems or addressing questions, with incomplete evidence and information, and for which an incontrovertible solution is unlikely. —Rudd & Baker, p. 133

As a manager, much of your work requires analyzing complex situations, which in turn requires critical thinking skills. These skills may include determining what information is relevant and what is not; evaluating the accuracy of information and credibility of sources; identifying assumptions, inconsistencies, and ambiguous arguments; and evaluating the strength of a claim (Beyer, 1987).

Throughout your management program, you have been developing and applying critical thinking skills. As you review the class notes “A Brief Note on the Theory of Constraints” (located in this week’s resources), think about Goldratt’s theory and the critical thinking required of managers.

This week, and continuing into Weeks 6 and 7, you will be using your critical thinking skills to analyze business issues from the business novel The Goal, and you will evaluate the decisions and actions of the participants in the book—based on concepts learned in the course to date.

To prepare for this Shared Practice, select one of the following options, based on the two course level outcomes below, which you will use to frame and analyze this week’s reading assignment in The Goal:

· Analyze a complex value creation system using management concepts.

· Apply systems thinking to address challenges and opportunities managers encounter

As you move on to next week, reflect on this statement, “If I had only known this, back when…”

By Day 5

Post your Shared Practice.

By Day 7

Hi Everyone,

In ‘The Goal’, Goldratt illustrate that the goal of manufacturing organization is to make money, and that the process can be defined in terms of three criteria: (1) throughput, defined as the rate at which money is generated through sales; (2) inventory, defined as the money invested in purchasing things intended for sale; and (3) operating expense ( Weiss, 2004 ). Peach was a man that wanted the company making its profit as soon as possible with no excuses.

Passage 1.

"So, let's get them back to work," I tell Ray.

"Sure, but uh, what should we be working on?" asks Ray.

"The job we're set up to run or the one Peach wants?"

"Do the one Peach wants," I tell him. "Okay, but we'll be wasting a set-up," says Ray.

"So we waste it!" I tell him. "Ray, I don't even know what the situation is. But for Bill to be here, there must be some kind of emergency. Doesn't that seem logical?" (Goldratt & Cox, 2014, p. 9) Course Outcome:

In this passage clearly is a conflict of communication. Although there is no clear answer of the situation, they knew that they needed to work on the late product as soon as possible even if they started a new one. Peach want to make that delivery as soon as possible.

To a limited extent one Rogo is being challenged by Peach forcefully, creation is down, and the plant can not appear to get their requests out to meet the requests of the shopper. In a meeting with Bill Peach as a rundown of wasteful aspects are contended about, for example, late requests, high cost, low efficiencies, and so on., main concern the plant is losing cash and Rogo has three months to settle these issues. The sections I have chosen reference main drivers that interfere with a productive framework. Bob, do you know what our efficiencies would look like if we ran the plant like that every day?” I ask. “We can’t just dedicate the entire plant to one order at a time. The economies of scale would disappear. Our costs would go—well, they’d be even worse than they are now. We can’t run the plant just by the seat-of-the-pants.” Donovan becomes quiet. Finally, he says, “Maybe I learned too many of the wrong things back when I was an expeditor.” (Goldratt & Cox, 2014). I selected this passage because it represents a lack of understanding, from a management perspective.

I also selected the above passage from Goldratt, Cox, and Whitford (2008), the prove how companies focus on the wrong issues. Jonah states that every company has the same goal, as Rogo tried working through to find the answers I was able to define what a goal is, and what are the steps to achieve the goal is very different. Although many areas contribute to the goal, we cannot determine the root causes without having a defined goal. In business management, there is always a new formula, concept or innovative idea implemented. Determining if these new ideas or products are adding value to the company should be determined based on if the goal is still being achieved.

“Check your numbers if you’d like,” says Jonah. “But if your inventories haven’t gone down … and your employee expense was not reduced … and if your company isn’t selling more products —which obviously it can’t, if you’re not shipping more of them—then you can’t tell me these robots increased your plant’s productivity.” (Goldratt, Cox, & Whitford, 2008)

Lastly, I selected this passage because Jonah makes a strong argument to Rogo about productivity. This passage goes in hand with the last passage

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed). Great Barrington, MA: North River Press.

Weiss, E. (2004). A brief note on the theory of constraints [Class note: UV 3532]. Darden School Foundation. Charlottesville, VA: University of Virginia. Retrieved from https://hbsp.harvard.edu/tu/9af12439

Great post- James,

Mr. Rogo does have big troubles ahead of him and shipping out order 41427 after it was brought to his attention by his superior Mr. Peach. “Well, as fate would have it, nobody happened to know about Customer Order 41427” (Goldratt, 2014). Mr. Rogo and Mr. Donovan have different viewpoints on getting the job done. Mr. Rogo understands system way of thinking as an interconnected set of elements that is coherently organized in a way that achieves something. Mr. Donovan used his mental model of what he has been taught in the manufacturing industry on how to get the job done. Meadows states, everything we know about the world is a model (Meadows, 2008). Donovan becomes quiet. Finally, he says, “Maybe I learned too many of the wrong things back when I was expeditor” (Goldratt, 2014).

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4 th ed.). Great Barrington, MA: North River Press.

Meadows, D. H. (2008). Thinking in systems: A primer. White River Junction, VT: Chelsea Green

Hi Lekita,

Mr. Rogo was not only having trouble in his job, but also in his personal life. Peach gave him the difficult task of trying to fix the mess the company was into in three months or he could be fired. Rogo had to make all possible solution to stand up the company to its feet. System thinking needed to be applied. He needed to find a solution in which he looked the whole picture in order to make all the parts work as one. The goal was to make money like most manufacturing company. To create a plan for ongoing and increased capability based on an evaluation of the organization’s systemic constraints. “Hey, Herbie, what have you go in your pack?” “None of your business!” says Herbie. But I say, “Okay, let’s hold up for minute.” Herbie stops and turns around. I tell him to come to the back of the line and take off his pack. As he does, I take the pack from him - and nearly drop it. “Herbie, this thing weighs a ton,” I say. “What have you got in here?” “Nothing Much,” says Herbie. At this point Mr. Rogo had no clue Herbie was carrying enough gear for the entire troop. Herbie had everything inside of his backpack besides the kitchen sink. Until Mr. Rogo figured out what the true goal was reaching the mark as a team and not who will get there the fastest; did he realize that Herbie was the constraint because he was weighted down.

References

Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed). Great Barrington, MA: North River Press.