Book Category: Business, Motivational,

The Goal: A Process of Ongoing Improvement (book summary)

Author: Eliyahu M. Goldratt, Jeff Cox,
Life Changing Principles
8.5
Quality of Writing
9.0
Overall Value
9.0
pros: Great writing style, applicable to many areas of life
cons: Best suited for business
88.3%
overall rating
8.8

QUICK SUMMARY: The Goal: A Process of Ongoing Improvement is a book which details the process aimed at improving dire circumstances with both the narrator’s business and his marriage. Using some strategic conversations and research, Alex is able to implement significant and successful changes to save both.

KEY INSIGHTS:

1. Start with the basics and get rid of preconceived assumptions that might block new discoveries.

2. Just because a process is working, doesn’t mean that process is working as well as it could be.

3. When you think you have an answer to a question or problem, delve deeper; once you have a refined answer, delve deeper again and again.

PRACTICAL APPLICATION:

1. The Goal could lead anyone to examine every working process within his or her company for potential improvement. Others could plan to use some of the same strategic thinking and the Theory of Constraints to analyze current processes and find their own areas of struggle and possible improvement.

2.. This book is a champion for teamwork and making sure every resource, employee, and discussion work together to form a smooth, cohesive, strong company.

MEANINGFUL QUOTES

If you don’t manufacture a quality product all you’ve got at the end is a bunch of expensive mistakes. They might be working, but are they productive?
Making an employee work and profiting from that work are two different things.
I wasn’t an objective observer; I was following, almost blindly, some erroneous procedures without understanding the far-reaching, devastating ramifications.
And then we took the time and reexamined it from basic principles.
We’re reacting rather than planning.
If any organization was built for a purpose and any organization is composed of more than one person, then we must conclude that the purpose of the organization requires the synchronized efforts of more than one person.
What are we asking for? For the ability to answer three simple questions: ‘what to change?’, ‘what to change to?’, and ‘how to cause the change?’

Interested? Buy the book here!