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am 18. Dezember 1997
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.
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am 27. Januar 1999
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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