“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… — Eliyahu M. Goldratt Copy Share Image
“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,”… — Eliyahu M. Goldratt Copy Share Image
“The entire bottleneck concept is not geared to decrease operating expense, it’s focused on increasing throughput.” — Eliyahu M. Goldratt Copy Share Image
“I write down the three measurements which Lou and I agreed are central to knowing if the company is making money: net profit, ROI… — Eliyahu M. Goldratt Copy Share Image
“Operational expense,” he says. “Operational expense is all the money the system spends in order to turn inventory into throughput.” — Eliyahu M. Goldratt Copy Share Image
“any doubt what goes on. I’m puzzling over how to do this when” — Eliyahu M. Goldratt Copy Share Image
If you don't manufacture a quality product all you've got at the end is a bunch of expensive mistakes. — Eliyahu M. Goldratt Copy Share Image
Why not make the work easier and more interesting so that people do not have to sweat? The Toyota style is not to create… — Eliyahu M. Goldratt Copy Share Image
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 Copy Share Image
“What we know now,” I tell him, “is that we shouldn’t be looking at each local area and trying to trim it. We should… — Eliyahu M. Goldratt Copy Share Image
“What you’re saying is that making an employee work and profiting from that work are two different things.” — Eliyahu M. Goldratt Copy Share Image
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… — Eliyahu M. Goldratt Copy Share Image
