The Goal : the process of ongoing improvement case by Goldrat and Cox

THE GOAL GUIDE QUESTIONS:

$1.$ Explain the problems the Bearington Plant faced before Alex Rogo met with Jonah at the Chicago airport. What actions had Alex taken initially at Bearington and how successful were they for the plant and for entire UniWare division?

$2.$ After expediting the Burnside order for Peach, Alex and Rob Donovan come to realize in achieving on$-$time delivery, another important, but conflicting, requirement also be met. What is that conflict?

$3.$ Why did Jonah think that although Alex reported improved departmental efficiency, there really was no plant$-$wide improvement? Is it possible to have departmental success that does not translate into plant success? Why or why not?

$4.$ When asking about productivity, Jonah though Alex$$s answer about improved efficiency was not appropriate. What did they agree productivity really was?

$5.$ Alex realized everything else was subordinate to the goal. For manufacturing organizations like the Bearington plant, what did Alex determine The Goal to be$?$

$6.$ Jonah suggested that performance measures like profit and ROI were not meaningful in departments of the plant. What three performance measures did he suggest as better?

$7.$ The Boy Scout was breakthrough for Alex. Why did he decide a plant with balanced capacities does not perform well? How does relate to statistical fluctuations and dependent events? How does the Boy Scout Troop demonstrate the $$GLOBAL$$ view of a manufacturing plant rather than the $$LOCAL$$ view?

$8.$ What is the difference between a bottleneck and a non$-$bottleneck resource? How does this relate to the goal?

$9.$ What is the true cost of capacity at a bottleneck? What was the purpose of the red$/$green tag system introduced by Alex? What bottlenecks did it help and how?

$10.$ What does Jonah mean when he says $$an hour saved at a non$-$bottleneck is a mirage$?$