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13 von 13 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
While much of this book is simply a review of concepts he has introduced in his novels, he does introduce a few new concepts that make reading the book well worth the effort. In particular, the last chapter brings together the concepts of JIT, TQM, TOC, and several others into a cohesive whole that I have not seen anywhere else. It was worth reading the entire book just for the last chapter.
I felt the non-fiction format allowed him to be more explicit about his ideas than in his novels. He uses a lot of examples from his seminars to illustrate key learning points, which I thought was helpful to illustrate the learning process he recommends his readers go through. I didn't get the impression he was simply trying to sell more seminar tickets.
Since I read this shortly after reading The Goal, I felt I learned a great deal about the Theory of Constraints and its background. He elaborates on many of these concepts in later books, so you probably won't learn much more here if you have read many of his other books. I would still recommend reading this book just to get a more complete picture of the strengths and especially the pitfalls of the Theory of Constraints.
7 von 8 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
Goldratt writes about his Theory of Constraints - and how it is far more than just a shop floor "bottleneck" optimization program. TOC is really about making decisions in this fast-paced, ever-changing world. A "Jonah" knows that quick fixes lead to "chasing one's tail". Insight comes from recognizing that "Current Reality Trees" can be made that get at the root of your problems ("Undesirable Effects"). What are the assumptions that keep you in the rat race? How can you affect breakthrough gains in "Throughput", without much "Inventory" and keeping a lid on "Operating Expenses". Goldratt offers a surprising clear "thinking process" that is applicable to all areas of our lives. Objectivity and a clear head prove that "cost accounting" and "local optima" are short sighted. TOC is a breath of fresh air that all managers should read - especially those at the top. join the counter-revolution in management theories.
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62 von 64 Kunden fanden die folgende Rezension hilfreich
This book is a rip-off!
30. Juni 1997
Format:Gebundene Ausgabe
I was actually angry after dropping twenty dollars on this incoherent brochure for the Goldratt institute's seminars. The book is written in such a way that it actually manages to avoid any substantive discussion of the implementation of the Theory of Constraints - instead describing how a Goldratt trained specialist has the skills to make it work. Imagine buying a book on how to change the oil on your car - then discovering the book reads, "First take your car to our Jiffy Lube center, Next watch our Jiffy Lube expert as he expertly lubes your car in a jiffy, lastly return home in your car."
If you want to actually understand the Theory of Constraints beyond Goldratts excellent novels - pick up H. William Dettmer's book "Goldratt's Theory of Constraints." It is everything that this book should have been and more. I cannot stress enough how clearly and lucidly Dettmer explains all of the diagrams and "Thinking Tools" that Goldratt litters through his novels. Armed with Dettmer's book and Goldratt's novels you will be in good shape to apply the concepts to any situation
If you want to actually understand the Theory of Constraints beyond Goldratts excellent novels - pick up H. William Dettmer's book "Goldratt's Theory of Constraints." It is everything that this book should have been and more. I cannot stress enough how clearly and lucidly Dettmer explains all of the diagrams and "Thinking Tools" that Goldratt litters through his novels. Armed with Dettmer's book and Goldratt's novels you will be in good shape to apply the concepts to any situation
80 von 88 Kunden fanden die folgende Rezension hilfreich
Seminar Teaser
24. August 1998
Format:Gebundene Ausgabe
In this short offering (128 pages), we are treated to no less than 31 reprinted pages from previous books or Journal articles. The "new" material is pretty much limited to gushing worship of the Socratic teaching methods, a couple of lists of improvement process rules of thumb, and an analytical technique called "Evaporating Clouds" that can only be described as vaporous.
If you hunger for more, there are plenty of pitches for various seminars on Socratic teaching and cloud evaporation, conducted by the local branch of the Goldratt Institute (with a handy listing of these branches located in the book).
The Goal was helpful and well done. The successor is not worthy.
38 von 41 Kunden fanden die folgende Rezension hilfreich
From the shop floor, TOC rises to solve your real problems.
27. Januar 1999
Format:Gebundene Ausgabe
Goldratt writes about his Theory of Constraints - and how it is far more than just a shop floor "bottleneck" optimization program. TOC is really about making decisions in this fast-paced, ever-changing world. A "Jonah" knows that quick fixes lead to "chasing one's tail". Insight comes from recognizing that "Current Reality Trees" can be made that get at the root of your problems ("Undesirable Effects"). What are the assumptions that keep you in the rat race? How can you affect breakthrough gains in "Throughput", without much "Inventory" and keeping a lid on "Operating Expenses". Goldratt offers a surprising clear "thinking process" that is applicable to all areas of our lives. Objectivity and a clear head prove that "cost accounting" and "local optima" are short sighted. TOC is a breath of fresh air that all managers should read - especially those at the top. Join the counter-revolution in management theories. Check out "It's Not Luck" next, and then "Critical Chain" in the series...
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