Top 24 Eliyahu M. Goldratt Quotes
#1. Well, I don't. Not absolutely. But adopting making money' as the goal of a manufacturing organization looks like a pretty good assumption. Because, for one thing, there isn't one item on that list that's worth a damn if the company isn't making money.
Eliyahu M. Goldratt
#3. I write down the three measurements which Lou and I agreed are central to knowing if the company is making money: net profit, ROI and cash flow.
Eliyahu M. Goldratt
#4. So this is the goal: To make money by increasing net profit, while simultaneously increasing return on investment, and simultaneously increasing cash flow.
Eliyahu M. Goldratt
#6. If you don't manufacture a quality product all you've got at the end is a bunch of expensive mistakes.
Eliyahu M. Goldratt
#8. Since the strength of the chain is determined by the weakest link, then the first step to improve an organization must be to identify the weakest link.
Eliyahu M. Goldratt
#9. Can I assume that making people work and making money are the same thing?
Eliyahu M. Goldratt
#10. Make the bottlenecks work only on what will contribute to throughput today ... not nine months from now. That's one way to increase capacity at the bottlenecks. The other way you increase bottleneck capacity is to take some of the load off the bottlenecks and give it to non-bottlenecks.
Eliyahu M. Goldratt
#11. An expert is not someone who gives you the answer, it is someone who asks you the right question.
Eliyahu M. Goldratt
#13. 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
#14. Utilizing" a resource means making use of the resource in a way that moves the system toward the goal. "Activating" a resource is like pressing the ON switch of a machine; it runs whether or not there is any benefit to be derived from the work it's doing.
Eliyahu M. Goldratt
#15. They're measurements which express the goal of making money perfectly well, but which also permit you to develop operational rules for running your plant," he says. "There are three of them. Their names are throughput, inventory and operational expense.
Eliyahu M. Goldratt
#16. Putting it precisely, activating a resource and utilizing a resource are not synonymous.
Eliyahu M. Goldratt
#17. I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory.
Eliyahu M. Goldratt
#18. The goal is not to improve one measurement in isolation. The goal is to reduce operational expenses AND reduce inventories and increase throughput simultaneously.
Eliyahu M. Goldratt
#19. Four: Too many wasteful 'synchronization' meetings interrupted the actual work.
Eliyahu M. Goldratt
#20. What you have learned is that the capacity of the plant is equal to the capacity of its bottlenecks, says Jonah.
Eliyahu M. Goldratt
#21. More importantly, our software worked. I don't just mean that it didn't bump, or that it performed according to the written specifications, or that it was efficient in producing reports. It really worked
Eliyahu M. Goldratt
#22. bringing a company closer to its goal. Every action that brings a company closer to its goal is productive. Every action that
Eliyahu M. Goldratt
#23. The entire bottleneck concept is not geared to decrease operating expense, it's focused on increasing throughput.
Eliyahu M. Goldratt
#24. Bob comes into the office with a smear of grease on his white shirt over the bulge of his beer gut, and he's talking nonstop about what's going on with the breakdown of the automatic testing machines. "Bob," I tell him, "forget about that for now.
Eliyahu M. Goldratt
Famous Authors
Popular Topics
Scroll to Top
