THE APPLICATION OF GOLDRATT?S THINKING Essay -- essays research papers

Allied Academies International Conference page 9 Proceedings of the Academy of Strategic Management, Volume 2, Number 2 Las Vegas, 2003 THE APPLICATION OF GOLDRATT’S THINKING PROCESS TO PROBLEM SOLVING Lloyd J. Taylor, III, P.E., Ph.D., University of Texas taylor_l@utpb.edu R. David Ortega, University of Texas ABSTRACT The â€Å"Thinking Process† as introduced Dr. Eliyah Goldratt, in The Goal and further expounded upon in, It’s Not Luck, is based on the Socratic teaching method of if †¦then reasoning. This type of deductive reasoning is extensively used in the field of medicine, in the diagnosis and treatment of disease and for determining clinical pathways and other fields of science. Even though medical professionals find it easy to map out the cause and effect relationships when dealing with a disease process, few have explored the benefits of using their highly developed intuitive thinking skills in the area of solving problems in management. This paper will detail the use elements of the Thinking Process, as outlined by Dr. Goldratt, in an attempt to elicit a logical, comprehensive solution to a multifaceted, intricate problem. INTRODUCTION The emphasis of this paper concerned it’s self with the Thinking Process brought to light, by Elli Goldratt. Goldratt feels that companies should not be broken up to create efficiencies at any part of production. He suggests that by disturbing a link in the chain of production one could cause problems with production (Goldratt 1992-c). GOLDRATT AND THE THINKING PROCESS In the 1980’s, Dr. Eliyahu Goldratt [1992-c], a physicist, wrote a book entitled â€Å"The Goal.† In his book, Goldratt relates the story of an embattled plant manager searching for ways to improve plant performance. With the help of an old college professor, the plant manager not only learns how to improve the performance of his plant but also a new method of identifying and resolving problems. Goldratt’s Theory of Constraints (TOC) focuses on the efficiency of all processes as a whole rather than the efficiency of any single process. The principles of the Theory of Constraints and the Thinking Process are not new to the world. They have been used for many years in the sciences and medicine. What is new is the fact that Goldratt has applied the process to manufacturing and other areas of the business world. Dettmer [1998], Lepore and Cohen, [1999] and Roybal, B... ... Haven Connecticut. Goldratt, E. M., (1992-a), "An Introduction to Theory Of Constraints: The Production Approach," Avraham Y. Goldratt Institute. Goldratt, E. M., (1992-b), "An Introduction to Theory Of Constraints: THE GOAL APPROACH," Avraham Y. Goldratt Institute. Goldratt, E. M., (1992-c), The Goal, (2nd revised edition), Massachusetts, North River Press. Goldratt, E. M., (1993) "What Is The Theory Of Constraints?" APICS The Performance Advantage, June 1993. Goldratt, E. M., (1994), It’s Not Luck. Massachusetts: North River Press. Lepore, D., and Cohen O., (1999), â€Å"Deming and Goldratt, The Theory of Constraints and the System of Profound Knowledge,† Great Barrington, MA, North River Press Publishing Co. Rack, Kevin, (1992), â€Å"Using The Theory of Constraints The Systems Thinking Approach† Managing Change Inc, December, pp.1-20. page 14 Allied Academies International Conference Las Vegas, 2003 Proceedings of the Academy of Strategic Management, Volume 2, Number 2 Roybal, H., Baxendale, S.J., and Gupta, M., (1999), â€Å"Using Activity-Based Costing and Theory of Constraints to Guide Continuous Improvement in Managed Care,† Managed Care Quarterly, 7, 1-10. THE APPLICATION OF GOLDRATT?S THINKING Essay -- essays research papers Allied Academies International Conference page 9 Proceedings of the Academy of Strategic Management, Volume 2, Number 2 Las Vegas, 2003 THE APPLICATION OF GOLDRATT’S THINKING PROCESS TO PROBLEM SOLVING Lloyd J. Taylor, III, P.E., Ph.D., University of Texas taylor_l@utpb.edu R. David Ortega, University of Texas ABSTRACT The â€Å"Thinking Process† as introduced Dr. Eliyah Goldratt, in The Goal and further expounded upon in, It’s Not Luck, is based on the Socratic teaching method of if †¦then reasoning. This type of deductive reasoning is extensively used in the field of medicine, in the diagnosis and treatment of disease and for determining clinical pathways and other fields of science. Even though medical professionals find it easy to map out the cause and effect relationships when dealing with a disease process, few have explored the benefits of using their highly developed intuitive thinking skills in the area of solving problems in management. This paper will detail the use elements of the Thinking Process, as outlined by Dr. Goldratt, in an attempt to elicit a logical, comprehensive solution to a multifaceted, intricate problem. INTRODUCTION The emphasis of this paper concerned it’s self with the Thinking Process brought to light, by Elli Goldratt. Goldratt feels that companies should not be broken up to create efficiencies at any part of production. He suggests that by disturbing a link in the chain of production one could cause problems with production (Goldratt 1992-c). GOLDRATT AND THE THINKING PROCESS In the 1980’s, Dr. Eliyahu Goldratt [1992-c], a physicist, wrote a book entitled â€Å"The Goal.† In his book, Goldratt relates the story of an embattled plant manager searching for ways to improve plant performance. With the help of an old college professor, the plant manager not only learns how to improve the performance of his plant but also a new method of identifying and resolving problems. Goldratt’s Theory of Constraints (TOC) focuses on the efficiency of all processes as a whole rather than the efficiency of any single process. The principles of the Theory of Constraints and the Thinking Process are not new to the world. They have been used for many years in the sciences and medicine. What is new is the fact that Goldratt has applied the process to manufacturing and other areas of the business world. Dettmer [1998], Lepore and Cohen, [1999] and Roybal, B... ... Haven Connecticut. Goldratt, E. M., (1992-a), "An Introduction to Theory Of Constraints: The Production Approach," Avraham Y. Goldratt Institute. Goldratt, E. M., (1992-b), "An Introduction to Theory Of Constraints: THE GOAL APPROACH," Avraham Y. Goldratt Institute. Goldratt, E. M., (1992-c), The Goal, (2nd revised edition), Massachusetts, North River Press. Goldratt, E. M., (1993) "What Is The Theory Of Constraints?" APICS The Performance Advantage, June 1993. Goldratt, E. M., (1994), It’s Not Luck. Massachusetts: North River Press. Lepore, D., and Cohen O., (1999), â€Å"Deming and Goldratt, The Theory of Constraints and the System of Profound Knowledge,† Great Barrington, MA, North River Press Publishing Co. Rack, Kevin, (1992), â€Å"Using The Theory of Constraints The Systems Thinking Approach† Managing Change Inc, December, pp.1-20. page 14 Allied Academies International Conference Las Vegas, 2003 Proceedings of the Academy of Strategic Management, Volume 2, Number 2 Roybal, H., Baxendale, S.J., and Gupta, M., (1999), â€Å"Using Activity-Based Costing and Theory of Constraints to Guide Continuous Improvement in Managed Care,† Managed Care Quarterly, 7, 1-10.