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am 12. Juli 2000
Just finished reading the book for an MBA class and found the book to be effective in reminding readers of elements to keep in mind when working towards effective production. Nevertheless, I came away from the book feeling that Goldratt knew his theory would only run about twenty pages of text if written in plain layman form and decided to turn it into a 340 page novel in order to have enough pages to get a publishing deal. I also felt that Goldratt's followup at the end of the book ("My Saga") seems to be written merely as a defensive explanation as to why his theory failed to work in some cases. That is not the intention of the piece, I'm sure; but that is the reality of what is said there. Ultimately, in trying to ease concerns about failures with the system, Goldratt leaves the reader with a feeling that perhaps his theory is not worth the trouble implementing.
0Kommentar| 5 Personen fanden diese Informationen hilfreich. War diese Rezension für Sie hilfreich?JaNeinMissbrauch melden
am 24. Juni 2003
Das Ziel verfolgt nur ein Ziel, schnell einen vollstänigen Überblick über Lean Production zu vermitteln. Dabei wird (es mag amerikanisch sein) alles recht klar beschrieben. Der recht trockene Stoff ist in eine Romanstruktur gegossen worden, was das Buch auch im Urlaub lesenswert nacht!
Drei Dinge habe ich mitgenommen: (1)Theorie muss nicht trocken sein. (2) Selber über ein Problem nachzudenken bringt oft eine bessere Lösung. (3) notwendige Unterstützung einzuforndern bringt viel.
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am 1. September 1999
If you are a manager who likes more to read a fiction than a textbook, Goldratt is exactly for you. "The Goal" gives a thorough picture about principles of Theory of Constraints (TOC) in an straightforward format that is easy to read even to a BBA junior student.
The methodology used by Goldratt is something that could be called Aristotelian. The discussions between Jonah and Alex do not provide reader with solutions rather than way of thinking. Quite often reader finds himself thinking on the solutions and finding alternatives even before Alex gets close to them.
Apart from some reviewers, I think that even these managers who are not directly dealing with production management should buy this book. I got some interesting ideas even to improve public sector management in Estonia.
Things to improve: - the novel was probably finalised in a hurry, the end was a little bit tight. The second idea is to give some charts and tables in order to generalise these ideas that were provided into easy-to-grasp overview. Fortunately Goldratt's second book "It's no luck" was far better in that respect.
0Kommentar| Eine Person fand diese Informationen hilfreich. War diese Rezension für Sie hilfreich?JaNeinMissbrauch melden
am 2. September 2008
Ich habe dieses Buch gelesen, um mein Englisch aufzubauen. Für mich war die Kombination (Wirtschafts-) Englisch lernen, etwas über Lean Management erfahren und dabei eine "nette" Story lesen sehr gut.
Ich kann dieses Buch allerdings weder als reines Lehrbuch über Lean Management noch als reinen "Wirtschafts-" Roman empfehlen.
Zum Inhalt: Es geht um einen Manager der eine heruntergewirtschaftete Fabrik übernimmt, die trotz "guter" Verkaufszahlen rote Zahlen schreibt. Bei der Analyse der Geschäftsprozesse werden stückchenweise Störfaktoren aufgedeckt und beseitigt. Herr Goldratt verpackt das Finden der jeweiligen Lösungsansätze immer wieder in amüsante Geschichten / Anekdoten. Er versucht einen so deutlich zu machen, dass der Einsatz von gesundem Menschenverstand das beste Optimierungs-Tool ist.
0Kommentar| Eine Person fand diese Informationen hilfreich. War diese Rezension für Sie hilfreich?JaNeinMissbrauch melden
am 22. Juni 2000
Told in first person in the form of an entertaining novel, Goldratt's "The Goal" is a popular book that explores ideas valuable to managing numerous business situations. We are placed into the life of plant manager Alex Rogo as he faces an immediate production crisis and the threat of plant closure. During a business trip, he has a chance encounter with manufacturing guru Jonah.
Rogo's dialogue with this teacher as he wrestles with his own plant and it's manufacturing problems serves up a rich body of material that requires no background in manufacturing or assembly line processes. It remains interesting even as inventory management, assembly throughput, and bottleneck analyses take place in his quest to keep his plant in business. The use of a hiking trip to discuss fluctuations and dependencies as a scout troop progresses through the woods is superb, making "Herbie" a recognized name among many manufacturers. The book also provides a valuable illustration of the importance and impact of "choosing what to measure," that is, which numbers (production data) one should track to determine the effectiveness of an operation.
Reading "The Goal" is well worth the time for anyone managing a business. Its principles are far-reaching and applicable in a wide variety of situations. Given its popularity, you can pretty much bet that your competitors have read it.
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am 9. Dezember 1999
If you are a manager who likes more to read a fiction than a textbook, Goldratt is exactly for you. "The Goal" gives a thorough picture about principles of Theory of Constraints (TOC) in an straightforward format that is easy to read even to a BBA junior student.
The methodology used by Goldratt is something that could be called Aristotelian. The discussions between Jonah and Alex do not provide reader with solutions rather than way of thinking. Quite often reader finds himself thinking on the solutions and finding alternatives even before Alex gets close to them.
Apart from some reviewers, I think that even these managers who are not directly dealing with production management should buy this book. I got some interesting ideas even to improve public sector management in Estonia.
Things to improve: - the novel was probably finalised in a hurry, the end was a little bit tight. The second idea is to give some charts and tables in order to generalise these ideas that were provided into easy-to-grasp overview. Fortunately Goldratt's second book "It's no luck" was far better in that respect.
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am 28. Februar 2000
I've read every book Eli Goldratt has written and am waiting for his newest. This is not a boring business processes book--it is one you will learn from and it is written in a way you will remember it like a good movie. Believe it or not, there are times when you must create a constraint in order to make your business more profitable--even if that means slowing down productivity in some areas while focusing on others. This guy is nuts you say--but this book will make you believe it. I was skeptical at first--but one year later I was speaking at a national convention with six other speakers presenting how we used the knowledge to turn the Titanic. Continuing to use this knowledge lead to corporate awards, to include a close finish for the Vice President Al Gore Award, for making awesome changes and delivering results no one else in the 85 unit company could do--the company CEO said "we were the model". I attribute a majority of the success to "The Goal" and the rest of the credit goes to my supervisors who also read "The Goal". It will change the way you think.
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am 13. Februar 2000
This is a novel about a manufacturing plant, of all things! Goldratt uses a novel format to provide a tutorial in systems (and systematic) thinking about business. The core point of the book is perhaps the single most important concept for executives to master: that to improve business performance, one must continuously monitor for bottlenecks in the associated business systems, and concentrate resources on debottlenecking these areas. Work on the bottlenecks! It seems so simple, but it is so often not addressed, and is a chronic cause of underperformance. Goldratt also demonstrates why getting the performance metrics right is absolutely critical. This book is just as relevant now as ever -- perhaps even more so since the concepts can be effectively applied to nearly all business processes, not just manufacturing, which was the original focus.
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am 22. Dezember 1999
Overall, I think this book is pretty good in terms of production management; yet I'm still looking for ways to apply the learning into marketing.
I think 'the Goal' is a very interesting book to read that it blends both business book and a novel. It talked about 'bottleneck', 'the theory of constraint' which are good lessons for me. Yet the tricky part is that I try to apply this learning back to my marketing work and I still find it difficult to do that. I try it on my project management, which I think it's closer to production management, but still didn't work out well (or I still didn't know a good way). If someone knows how to apply this learning to marketing-related tasks, I'll love to learn it.
Net, recommend to BUY for business fundamental learning; yet NOT to buy if you wish this can also help you on marketing.
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am 8. Mai 2000
Thanks to this book I was won for production logistics. I do not think of any better recommandation. As a student I was focuesd on transport, but this book explained the problems of production logistics in such a clear and logic way, I never looked at any lorry anymore as a transportation purpose, but as an item produced once, in a plant with bottlenecks and cost calculations. Although the concepts were brand new to me and hard to see in the context of production. Nevertheless it showed me the possibilities of bottleneck analysis. Unfortunately I have not had the opportunity to test this knowledge in practice, but it provides me with enough material to discuss the possibilities of Theory of Constraints.
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