Comparisonof Case Described in the Book “The Goal”
Comparisonof Case Described in the Book “The Goal.”
Organizations have in the past set strategic goals with the aim ofimproving operations that can be monitored regarding profits.However, the goals that have been established by such firms have notbeen able to yield the desired results because of how processes areimplemented and failure to take into consideration the existingconstraints (Kerzner, 2013). The analysis presented is a comparisonof a case described in the book “The Goal.” The analysis willfocus on identifying significant similarities, differences, usefulpoints that can be applied to improve the workplace, and theintroduction of the methodology to the workplace. The adoption of thebest strategic goal in an organization is crucial for the improvementof operations through streamlining of processes aimed at itsachievement.
Most Important Similarities
The striking similarity that arises pertains to the identification ofa particular goal and establishment of measures to address the issue.In the book “The Goal,” the focus of the factory manager is toimprove his company (Goldratt, Cox, Cox, & Whitford, 2004). Thefactory manager has resorted to doing so by identifying oneparticular goal. The approach is similar to Jack Daniel Cooperage’sstrategic which is to meet the annual budgeted amount for an ironscrap of 1.5% planned production. The other similarity regards theidentification of the constraints that are related to the individualgoal. In the book, the focus is to determine the constraints and comeup with improvements aimed at addressing them. The approach issimilar to JDC which looks at identifying the causes of wastage.Through the same, it would be possible to come up with ways ofreducing the wastage, an approach that will be instrumental inmeeting the annual budgeted amount for the iron scrap in the fiscalyear of 1.5% of planned production.
Most Important Differences
The optimization of measures aimed at the achievement of theidentified goal differs markedly. The book focuses on ensuring systemefficiency. The aim is to evaluate the various process and determinethe impact that it has on the goal. The evaluation checks whethereach of the factors support the goal or not (Goldratt, Cox, Cox, &Whitford, 2004). For example, the book cites the example of firingpeople. It could be a viable option but can affect aspects such asoperational expense and inventory. However, the project related toJDC states the driving and resisting forces then comparing the sameas regards to the achievement of the goal identified. For example,there is the identification of factors such as increased inventory,supportive management team, an environment that fosters improvementand awards for the same. Contrary to the same, the identifiedresisting forces include such as complexity of the process,additional staff and training that could result in an increase incost and time, and creation of databases. The approaches differmarkedly despite the focus being on the achievement of the identifiedgoal. Further, the book looks at the identification of potentialbottlenecks and coming up with ways of addressing the same. Forexample, the book acknowledges the fact that processes could be inthemselves bottlenecks or non-bottlenecks (Goldratt, Cox, Cox, &Whitford, 2004). Nevertheless, it is essential to increase thethroughput of the bottlenecks. The approach is not evident in theproject introduced in JDC as regards to the reduction of wastage ofiron scrap.
Points from the Goal that can be applied to improve the Workplace
The book presents a sequential approach leading from identificationone goal to measures that can be adopted in the achievement of thesame. For example, there is the aspect of identifying constraints andworking on ways of improving the same. Projects that have beenintroduced in most organizations have failed because of lack ofhaving a clear strategic goal and measures of achieving the same. Thebook outlines the most appropriate approach which gets one goal,identify constraints and work on improving operations (Goldratt, Cox,Cox, & Whitford, 2004). Further, there is the aspect of lookinginto the most important factors related to the goal. Notably, thefocus is on increasing the profits while at the same time improvingthe return on improvement and overall cash flow. The goals have beentied to measures such as throughput, inventory, and the operationalexpenses. The approach is a significant takeaway for any firm thathas to work on a given project. For example, in the case of JDC, theestablishment of one goal is essential, and this can be accompaniedby the introduction of appropriate measures.
Introduction of the Methodology to the Project and the PerceivedChallenges
The methodology can be introduced into the project throughconsultation with the project team. The scenario presented in thebook can be simulated to the project. Already, a goal has beenidentified. The next step could be the isolation of measures that canbe adopted to improve the situation alongside the potentialbottlenecks (Goldratt, Cox, Cox, & Whitford, 2004). The employeesat the workplace environment need to understand the approaches anduse the same in the achievement of goals. The potential challengeregards getting the support of the rest of the team into workingtoward attainment of the identified goal. The book has a rationalapproach that could present with significant challenges in adoption.Further, it could be expensive training workers in adoptingstrategies stated in the book. For example, JDC states that there arelimited resources needed to implement the identified changes. Theconstraints can affect the attainment of project goals (Kerzner,2013).
Overall, it is essential for projects in organizations to identify aspecific goal and enact measures that would be instrumental inrealizing the same. The factors that serve as a hindrance to theachievement must be stated and approaches adopted to solve them. JDCcan achieve the goal identified by using efficient strategicapproaches. The alignment of processes within the organization iscrucial to the achievement of the goal.
Goldratt, E. M., Cox, J., Cox, J., & Whitford, D. (2004). TheGoal: A Process of Ongoing Improvement (3rd Ed.). GreatBarrington, MA: The North River Press Publishing Corporation.ISBN-13: 978-0884271789.
Kerzner, H. R. (2013). Project management: a systems approach toplanning, scheduling, and controlling. John Wiley & Sons.