“I recently attended the Mafia Offer Boot Camp held in Denver (June 2007). I am excited after completing the 3-day workshop. We developed a completely different sales presentation that succinctly describes the problems created by my industry and presents a low risk win-win solution for retailers, manufacturers and our company.
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The Book in Three Sentences Doing work and making money are not the same thing. Simplify your problem to the point where you understand the true goal of your organization. With your goal in mind, identify the constraints within your system (i.e. Bottlenecks) and focus on improving the output of that constraint without worrying about the productivity of all related processes. The Goal summary This is my book summary of The Goal by Eliyahu Goldratt. My notes are informal and often contain quotes from the book as well as my own thoughts. This summary also includes key lessons and important passages from the book.
Goldratt • The Theory of constraints was developed and popularized by manufacturing guru Eliyahu M. Goldratt in 1984. Most people are first exposed to the concepts through his book The Goal. • In 1986 Eliyahu Goldratt formed the Avraham Y. Goldratt Institute. This institute was formed to inform people about TOC (The Theory of Constraints). Sep 15, 2016. By Eliyahu M. Goldratt PDF DOWNLOADS TORRENT >GO Downloads. Goldratt s international best seller The Goal did for manufacturing.
• Scientific ideas can never be proven. They can only be disproven. • Scientific theories are not “truth” themselves, they simply explain a lot of natural processes. • To learn, we should not just give people results to memorize, but stories and plots that allow us to deduce the answers. • “Whenever we think we have final answers, progress, science, and understanding of our world ceases.” • Doing work and making money are not the same thing.
Not all work leads to making money. Much of it is wasted.
• “Just about everyone is working all the time, but we're not making any money.” • Three metrics that will tell you if the business is doing well: net profit, return on investment, and cash flow. All three should be increasing all the time. • You can express a goal in different ways.
How can you express “make money” in terms that fit your business model? • Three indicators of a healthy business: Operational expense, inventory, and throughput. • Three important questions to ask: 1) Did we sell any more products? 2) Did expenses go down?
3) Did inventory go down? • Most processes are a series of dependent events. In any series of dependent events most people can only go as fast as the people in front of them. Because of this, your throughput is only the output of the final person / step in the process. • Put the fat kid in front. Reverse the order so that the processes go from slow to fast. Uplink hacker elite full version crack patch download.