The Death of a Guru: Eli Goldratt
Yesterday we lost a legendary guru in the field of continuous improvement, Eli Goldratt (1948 – 2011). Goldratt is most famous for the creation of the Theory of Constraints. His landmark book, The Goal, is something that every single person trying to improve any process should read. Over 3 million copies were sold.
The Goal was the first business novel I’ve ever read. It was wonderfully written, and introduced concepts in a very accessible way, and helped expand people’s thinking around process management. Even characters in the book became converted into operational concepts, such as Herbie.
Goldratt’s ideas will live on, and his contributions to the world will not be forgotten. Here you can see just some of his contributions.
The Goal was the first business novel I read as well, and it continues to influence my thinking (for instance, I referred to a passage from it in my book, GOING LEAN). I saw Dr. Goldratt speak earlier this year; his presentation was inspiring. His ideas will certainly live on.
The Goal was the first business novel I read as well, and it continues to influence my thinking (for instance, I referred to a passage from it in my book, GOING LEAN). I saw Dr. Goldratt speak earlier this year; his presentation was inspiring. His ideas will certainly live on.
The Goal was the first business novel I read as well, and it continues to influence my thinking (for instance, I referred to a passage from it in my book, GOING LEAN). I saw Dr. Goldratt speak earlier this year; his presentation was inspiring. His ideas will certainly live on.
In about 1985 when I was with Deloitte consulting I had the fortune of being trained then (for 8 weeks!) by Goldratt and Robert Fox at their company, Creative Output in New Milford, Connecticut. We were trained on their software caled Optimized Production Technology … OPT.
Goldratt was arguably the most provocative business person and educator I have ever been exposed to. I did not always agree with him. Later in my career I became an effective implementer of activity-based costing (ABC), that TOC was at odds with; but I managed to see how TOC’s Throughput Accounting could reconcile with ABC principles and be complimentary, not in conflict. Debating Eli was like verbal martial arts. He was supremely good at it.
I believe his true agenda during those 1980s shop floor bottleneck scheduling days was to pave the way for his logical thinking processes and other managerial improvement methods.
Goldratt was a giant. His ideas may not have been accepted in mainstream MBA programs, but my bet is eventually they will.
Gary
Gary Cokins, SAS
In about 1985 when I was with Deloitte consulting I had the fortune of being trained then (for 8 weeks!) by Goldratt and Robert Fox at their company, Creative Output in New Milford, Connecticut. We were trained on their software caled Optimized Production Technology … OPT.
Goldratt was arguably the most provocative business person and educator I have ever been exposed to. I did not always agree with him. Later in my career I became an effective implementer of activity-based costing (ABC), that TOC was at odds with; but I managed to see how TOC’s Throughput Accounting could reconcile with ABC principles and be complimentary, not in conflict. Debating Eli was like verbal martial arts. He was supremely good at it.
I believe his true agenda during those 1980s shop floor bottleneck scheduling days was to pave the way for his logical thinking processes and other managerial improvement methods.
Goldratt was a giant. His ideas may not have been accepted in mainstream MBA programs, but my bet is eventually they will.
Gary
Gary Cokins, SAS
In about 1985 when I was with Deloitte consulting I had the fortune of being trained then (for 8 weeks!) by Goldratt and Robert Fox at their company, Creative Output in New Milford, Connecticut. We were trained on their software caled Optimized Production Technology … OPT.
Goldratt was arguably the most provocative business person and educator I have ever been exposed to. I did not always agree with him. Later in my career I became an effective implementer of activity-based costing (ABC), that TOC was at odds with; but I managed to see how TOC’s Throughput Accounting could reconcile with ABC principles and be complimentary, not in conflict. Debating Eli was like verbal martial arts. He was supremely good at it.
I believe his true agenda during those 1980s shop floor bottleneck scheduling days was to pave the way for his logical thinking processes and other managerial improvement methods.
Goldratt was a giant. His ideas may not have been accepted in mainstream MBA programs, but my bet is eventually they will.
Gary
Gary Cokins, SAS