Respond To 2 Colleagues 1 Paragraph Each Wk7D2
**Respond to at least two of your colleagues who selected alternate Course Outcomes. Provide an insight or another example from the book. Your responses must be at least 1 paragraph in length and should be related to the content in Part 3 of The Goal.
The Topic that I used for this assignment was. The outcome I have selected for this discussion is “demonstrate collaboration and perspective sharing among stakeholders to reach consensus on the desired state of the system.”
**I have attached my Assignment from this discussion if you need to look back on it.
Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4 th ed.). Great Barrington, MA: North River Press.
1ST Colleague to respond to:
After completing The Goal, I have gained new insight and practice into why and how organizations succeed. Through reading the novel, I have developed an admiration for the major approaches to managing and improving performance. Three passages resonated with me through reading section 3 of The Goal. With the following passages, I will compare and contrast major approaches to managing and improving organizational performance.
“Yes,” I say “it was good work. Especially considering what came out after that. But that was a peculiar set of circumstances.” (Goldratt & Cox, 2014)
Alex approaches Lou to recruit him to division management as he is part of the team. As the nature of business and manufacturing continue to change, Lou must continue refining them and searching for flaws, ensuring they are suited to the task at hand. Lou’s satisfaction in doing this sort of work suggests that finding better metrics is a valuable and essential pursuit. We can tell Lou has a clear goal for his behavior. Like Lou, Bob’s desire to continue innovating and refining manufacturing plant production suggests that, despite Jonah’s effective strategies, there will always be more to improve in. In business management nobody is perfect. There will be mistakes and flaws even during the throughput. It is about how you work well as a team to create that finished product. Everyone is improving and has a goal.
“Anyhow, it’ll be much easier for them to achieve what they want if you have the management technique.” (Goldratt & Cox, 2014)
In Chapter 34, we can infer that Julie is giving Alex advice about having techniques that will help him create management techniques. She tells him to sit down and go over his questions and think about it. The division will separate them eventually in a couple of months, so she told him to use his time wisely. Their relationship is healing, and this demonstrates the effectiveness of having goals even in personal relationships. In effective business management, it is important to have a good relationship with those that you work with and personal relationships. These relationships will shape your work life and create an environment that could be healthy or unhealthy for someone. In our lifetime we work 90% of the time. Everyone needs a support system that will help them grow and nurture.
“We probably have to look for a more numerical measure. This way we’ll be able to arrange the elements without being criticized for subjective preferences.” (Goldratt & Cox, 2014)
Chapter 35 discusses how the team is starting to brainstorm and how chemists invented the periodic table of elements. How they were able to classify something so vast into one simple table. They are thinking to approach their problems of the division. They must design a common framework to examine all this issue in the division. Ralph’s description of Mendeleev and Jonah’s background as a physicist both reinforce Goldratt’s theory that business should be approached as a science. Businesspeople should adopt a scientists’ approach to looking into situations. Ralph believes that an intrinsic order exists to any set of data suggests that if a manager can find the underlying relationships present in any complex problem just like how Mendeleev found the relationship between an element’s weights size, and behavior. A manager will be able to predict data that they do not have. In effective business management, it is significant to look at different viewpoints to find your answer. It should never be a one approach fits all. The team is deciding on how to take on this approach and are headed in the right direction.
Goldratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.). Great Barrington, MA: North River Press
2nd Colleague to respond to:
The Goal, Part 3
I chose to compare and contrast major approaches to managing and improving organizational performance. As a manager, you are constantly challenged to produce results. The first couple of paragraphs in the article The synergy of continuous process improvement grabbed my attention about managing and improving. “It is your responsibility as a system or process owner to ensure that your processes are being monitored and improved continuously to avoid the phenomenon of natural entropy and regression. You have to anticipate and respond to the changes in the operating environments, such as technology, demand structure, substitutions, preferences, socioeconomics, and demographics while sustaining your current performance, profitability, quality, and pricing advantages. This is a significant ongoing challenge that requires vision, focus, know-how, and know-why. Without a doubt, continuously improving your processes is a necessary condition rather than an option for your business to survive and thrive (Pirasteh & Kannappan, 2013).
Passage 1 (31):
“All this talk about bottlenecks,” says Hilton. “Bottlenecks temporarily limit throughput. Maybe your plant is proof of that. But they have little impact upon inventory.” “It’s completely the opposite, Hilton,” I say. “Bottlenecks govern both throughput and inventory. And I’ll tell you what my plant really has shown: it’s proved our performance measurements are wrong.” (Goldratt. The Goal. Page 269)
There is a conflict of comparison with the effects of bottlenecks. Hilton discusses that bottlenecks temporarily limit throughput; Alex tells him that it is the opposite. Bottlenecks govern both throughput and inventory. The importance of bottlenecks in this example is the impact it has on throughput and inventory. Bottlenecks, although an undesired approach, it is sometimes necessary for “perfection.” Bottlenecks are occasionally needed to find a strategy on how to address problems affecting or slowing down productions. We may have a constant flow of profit by operating a company. Still, there may be factors hiding that can potentially affect that production in the short or long term, so bottlenecks are sometimes essential for finding common or uncommon problems. Bottlenecks will have an impact on throughput as well as inventory. Which is why it’s necessary to find the system’s bottlenecks, then find a solution and continue flow.
Passage 2 (33)
“It took me four days to admit that I simply couldn’t find the answer. What I started to realize is that information is something else. Information is the answer to the question asked.” (Goldratt & Cox, 2014).
Bob realized that he did not know how to remove the bottlenecks because he did not have the information he needed to deal with the situation.He needed Alex to inform him of the strategies he got from Jonah. He reflected on the challenges he faced when trying to identify the constraints in their plans. At that moment, it dawned on him that information is all about asking the right questions; information is structured by the question asked. When we seek information/knowledge, we tend to ask questions that have little bearing to our constraints rather than asking specific questions unique to the situation. Therefore, there is a need to carefully study the bottleneck to understand the root cause of the problem and seek information specifically related to the situation.
Passage 3 (38)
“One thing for sure,” Lou concludes. “You can’t rely on marketing people to solve the marketing problems. They’re captured by old, devastating, common practices to an even larger extent than production.”
This final passage reminds me of the blame game; organizations often blame other departments without inspecting their department. It is hard to self reflect and look within our department. We would not want to be the cause of a problem. If we admitted responsibility, we would show weakness or incompetencies in our performance. There are many organizations where the culture is blaming the next guy. These are the organizations that create their bottlenecks. When you are part of a culture that seeks solutions and not blame, your company will have less bottleneck/constraints to overcome.
Goldtratt, E. & Cox, J. (2014). The Goal: A Process of Ongoing Improvement. (4th ed.) Great Barrington, MA: North River Press
Piraseth, R.M., Kannappan, S. (2013). The synergy of continuous process improvement. Industrial Engineer, June. 41-45.