THEORY OF CONSTRAINTS

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1. Does the emotion of the inventor arise whenever a personis figuring out an idea for themselves, even though theyknow that others have already figured it out?2. Is the Socratic method still applicable in our moderntimes?In order to answer these last two questions, we have conducteda grand scale analysis. To make sure that the resultswould be decisive, the analysis is such that if the positive emotionof the inventor is not triggered, then by default, the oppositeemotion—that of hate, will be.But there is one thingthat we simply cannottolerate—constructivecriticism.What causes us to hatesomeone? If that person doessomething to us that we don'tparticularly like. Most of usdon't like to be criticized. Viciouscriticism, we like evenless. But there is one thing thatwe simply cannot tolerate—constructive criticism. Constructivecriticism means that there is something correct in the criticism.It's under the belt. It's unfair. We are certainly going to hold itagainst the one who criticized us for a long time.The analysis that we have conducted probably included you aswell, so you will be able to testify, first hand, to the validity of itsresults. The analysis is of reaction to the book The Goal. "TheGoal is nothing new. It is just verbalizing clearly what we alreadyknew, just common sense."At the same time The Goal is a criticism, almost a condemnationof the way we ran our plants in the past. And it is constructivecriticism, since it is outlining a practical way out—simple,practical solutions. Judging by the response of most of its readers—byits surprising popularity—it is quite evident that TheGoal didn't raise the emotions of hate but rather much morepositive ones. Did we succeed to use the Socratic method totrigger the emotion of the inventor?The Goal was written using the Socratic approach and that'sthe reason why it's a novel. The novel format was not used as a18
sales gimmick, it is simply essential when using the Socratic approach.To induce someone to invent, you must bring him/her—at least mentally—into a realistic environment. That is why allthe books that were written in the Socratic way, including theoriginal dialogues of Plato, were written as novels.In The Goal there is a character called Jonah. Jonah seems tobe really nasty, especially when Alex Rogo comes to him practicallybegging and pleading for the answers. The reader knowsvery well that Jonah has the answers. But he doesn't give themto Alex. Instead he gives Alex the questions. And when Alexeventually figures out the answers, then Jonah gives him . . .even more questions. Almost all the readers were somewhatirritated by this approach, "what are all these games?, give theanswers!"If what you want isaction to be taken,then you must refrainfrom giving theanswers.Just ask yourself, about theoutcome, had Jonah given Alexall the answers at the outset?Intuitively we know that Alexwould never have gone andimplemented them. So, at least,we have learned one thing, don'tgive the answers. The minute yousupply a person with the answers, by that very action you blockthem, once and for all, from the opportunity of inventing thosesame answers for themselves. If you want to go on an ego trip, toshow how smart you are, give the answers. But if what you wantis action to be taken, then you must refrain from giving theanswers. The Goal deliberately elaborates on Alex's struggle tofind the answers, so that the intuition of the reader will havesufficient time to crystalize. This is so the reader will figureout the answers before he reads them. Readers have usuallybeen, at least, one page ahead of Alex Rogo throughout thebook. Is The Goal successful in doing this?We certainly didn't ask all the readers if this is actually whathappened to them, but we do have good reason to believe thatthis is what was accomplished. The Goal is also a textbook usedformally in hundreds of universities all over the world. You19
Page 1 and 2: What is this thing calledTHEORYOFCO
Page 3 and 4: PART ONEWhat is this thing calledTH
Page 5 and 6: How do we listen to what we intuiti
Page 7 and 8: 4. Elevate the System's Constraints
Page 9 and 10: 2. The Process of Change9
Page 11: Where change is ongoing, we must be
Page 14 and 15: Intensity1970 1975 1980 1985 1990FI
Page 16 and 17: ment. He/she doesn't see any threat
Page 20 and 21: don't expect that people will volun
Page 22 and 23: "puddings." The pilot method. Look
Page 24 and 25: often managing in spite of the exis
Page 26 and 27: squared, then we can logically expl
Page 28 and 29: law—can never be proven. Even whe
Page 30 and 31: obsoletes for a while our intuition
Page 32 and 33: these factors has not changed signi
Page 34 and 35: We believe that real life examples
Page 36 and 37: sion. It is quite easy now for Jona
Page 38 and 39: though not necessarily well verbali
Page 40 and 41: given to it and the prerequisite to
Page 42 and 43: per unit. The major avenues through
Page 44 and 45: Now we should outline how to move s
Page 46 and 47: est way is by comparing the objecti
Page 48 and 49: alent points? Yes, they are equival
Page 50 and 51: time and with relative small invest
Page 52 and 53: stop and reset the line to assemble
Page 54 and 55: Almost every plant has a forecast o
Page 56 and 57: three levels deep in the logical tr
Page 58 and 59: "Bert, I don't have to tell you tha
Page 60 and 61: ter of fact, we have a very good re
Page 62 and 63: completed. Why doesn't Chris take t
Page 64 and 65: argument. "Everybody knows that the
Page 66 and 67: Everyone looks at me as if I have a
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"Jonah, you don'tlook very happy.Wh
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"Oh," says Bert. "But if we take a
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capacity, which in other words mean
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"Yes," says Bert. "And there is mor
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"What do you mean?""Why did you nee
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PART TWOHOW SHOULD IT BEIMPLEMENTED
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experiences gained in his particula
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their usage in a very broad spectru
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1. How to Become a JonahThe formal
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But team efforts elevate each stude
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"T" configuration analysis, to mark
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2. The Devastating Impact of theOrg
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educe Operating Expense will inevit
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This phenomena has been witnessed o
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3. Reaching the Initial Consensus a
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a much larger myriad of policy cons
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the head of the division. Besides,
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Jonah to invent. This is not the ca
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4. How to Reach the TopUnless you a
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The more physically remote the othe
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5. What About Existing New Projects
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as presentations, entitled "this or
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products, it's not just a procedura
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Most of the factorsimpacting our ab
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methods have claimed that this long
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ial Inventory. What are the KANBAN
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it will be instantly available. It
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we are no longer satisfied with the
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(products) and thus must consider t
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tioned before, their input is essen
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APPENDIXTwo Selected Readings from
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Solution for the Eighties to Americ
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"I see," says Jonah. Then he smiles
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"Alex, if you're like nearly everyb
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"Really? Then, tell me, what is the
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Before I have time to say, "Where's
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I look up and notice that the boy i
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should also expand and contract wit
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Then I start to wonder what this co
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I could, I'd simply keep everyone m
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mum of one when it's your turn, wha
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Dave, he still has three left in hi
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"You've got five rounds left," I te
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# Dave's inventory for turns 8, 9,
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except me. In fact, all the boys ha
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So we start off again. And it works
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THEORY OF CONSTRAINTS

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