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Eliyahu M. Goldratt Quotes

An expert is not someone who gives you the answer, it is someone who asks you the right question.

An expert is not someone who gives you the answer, it is someone who asks you the right question.

Eliyahu M. Goldratt
Giving, Experts, Answers

Tell me how you measure me, and I will tell you how I will behave

Eliyahu M. Goldratt
Behave
Eliyahu M. Goldratt (1990). “What is this thing called theory of constraints and how should it be implemented? / Eliyahu M. Goldratt”

Never let something important become urgent

Eliyahu M. Goldratt
Important, Urgent

The goal is not to improve one measurement in isolation. The goal is to reduce operational expenses AND reduce inventories and increase throughput simultaneously.

Eliyahu M. Goldratt
Goal, Inventory, Measurement
Eliyahu M. Goldratt, Jeff Cox (2016). “The Goal: A Process of Ongoing Improvement”, p.84, Routledge

I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory.

Eliyahu M. Goldratt
Inventory, Hours, Lost

If you don't manufacture a quality product all you've got at the end is a bunch of expensive mistakes.

Eliyahu M. Goldratt
Mistake, Quality, Ends
Eliyahu M. Goldratt, Jeff Cox (2016). “The Goal: A Process of Ongoing Improvement”, p.43, Routledge

So this is the goal: To make money by increasing net profit, while simultaneously increasing return on investment, and simultaneously increasing cash flow.

Eliyahu M. Goldratt
Money, Business, Cash Flow
Eliyahu M. Goldratt, Jeff Cox (2016). “The Goal: A Process of Ongoing Improvement”, p.53, Routledge

Why not make the work easier and more interesting so that people do not have to sweat? The Toyota style is not to create results by working hard. It is a system that says there is no limit to people’s creativity. People don’t go to Toyota to ‘work’ they go there to ‘think’

Eliyahu M. Goldratt
Creativity, Thinking, Sweat

Cost Accounting is enemy number one of productivity.

Eliyahu M. Goldratt
Numbers, Enemy, Cost
Eliyahu M. Goldratt, Jeff Cox (1992). “The Goal: A Process of Ongoing Improvement”

An hour saved at the non-bottleneck is a mirage.

Eliyahu M. Goldratt
Mirages, Hours, Saved

Make the bottlenecks work only on what will contribute to throughput today … not nine months from now. That’s one way to increase capacity at the bottlenecks. The other way you increase bottleneck capacity is to take some of the load off the bottlenecks and give it to non-bottlenecks.

Eliyahu M. Goldratt
Giving, Today, Nine
Eliyahu M. Goldratt, Jeff Cox (2016). “The Goal: A Process of Ongoing Improvement”, p.149, Routledge

If we reduce batch sizes by half, we also reduce by half the time it will take to process a batch. That means we reduce queue and wait by half as well. Reduce those by half, and we reduce by about half the total time parts spend in the plant. Reduce the time parts spend in the plant and our total lead time condenses. And with faster turn-around on orders, customers get their orders faster.

Eliyahu M. Goldratt
Mean, Order, Waiting
Eliyahu M. Goldratt, Jeff Cox (1992). “The Goal: A Process of Ongoing Improvement”

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