The Goal¶
Goldratt, E. M., & Cox, J. (1984). The Goal: A Process of Ongoing Improvement. North River Press.
Cited by¶
6 citations across 6 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Buffering
- Goldratt and Cox's (1984) Theory of Constraints uses time buffers (drum-buffer-rope mechanisms) to protect the critical path from resource variation.
This sourceIntroduces the theory of constraints and the drum-buffer-rope mechanism, in which a time buffer of work-in-process is placed ahead of the constraint to protect the critical path from upstream resource variation.
- Goldratt and Cox's (1984) Theory of Constraints uses time buffers (drum-buffer-rope mechanisms) to protect the critical path from resource variation.
- Dependency
- Project management and operations: task interdependence, critical-path analysis, PERT networks, the theory of constraints (Goldratt 1984), bottleneck identification, Gantt-chart predecessor relations.
This sourceIntroduces the Theory of Constraints: in a chain of dependent operations the bottleneck (single highest-fan-in node) governs throughput — supports the theory-of-constraints/bottleneck reference in Broad Use.
- Project management and operations: task interdependence, critical-path analysis, PERT networks, the theory of constraints (Goldratt 1984), bottleneck identification, Gantt-chart predecessor relations.
- Division of Labor
- Listed in the references but not attached to a specific claim.
- Liebig's Law of the Minimum
- In project management and operations, a project requires a vector of resources — engineering hours, design review, regulatory approval, procurement, funding — and the most scarce sets the schedule, which the Theory of Constraints formalizes as find-exploit-subordinate-elevate-repeat.
This sourceOriginates the Theory of Constraints and the five focusing steps (identify-exploit-subordinate-elevate-repeat).
- In project management and operations, a project requires a vector of resources — engineering hours, design review, regulatory approval, procurement, funding — and the most scarce sets the schedule, which the Theory of Constraints formalizes as find-exploit-subordinate-elevate-repeat.
- Scarcity
- This is the move behind Goldratt's theory of constraints, which holds that the throughput of any system is set by its single most limiting element, so that improvements anywhere else are illusory until that element is relieved.
This sourceIntroduces the theory of constraints: a system's throughput is set by its single most limiting element, so improvements elsewhere are illusory until that constraint is relieved, and locating the binding constraint is where all leverage lies.
- This is the move behind Goldratt's theory of constraints, which holds that the throughput of any system is set by its single most limiting element, so that improvements anywhere else are illusory until that element is relieved.
Mechanisms¶
- Process Scalability Audit
- Framing the process as a chain of steps makes the binding one visible, in the spirit of the Theory of Constraints: throughput is set by the tightest stage, so relieving anything else is wasted effort.
This sourceExplains that the binding constraint governs system throughput and that savings at nonbottlenecks do not increase throughput.
- Framing the process as a chain of steps makes the binding one visible, in the spirit of the Theory of Constraints: throughput is set by the tightest stage, so relieving anything else is wasted effort.
Verification¶
This reference passed the adversarial substantiation pipeline: it was checked to exist and to support the claim it is attached to. See how references were verified.
Links previously used in the corpus¶
Before the registry existed this work was also linked 4 other ways.
- https://books.google.com/books/about/The_Goal.html?id=r4UOAQAAMAAJ ×1
- https://northriverpress.com/the-goal-30th-anniversary-edition/ ×1
- https://www.goodreads.com/book/show/113934.The_Goal ×1
- https://www.northriverpress.com/the-goal/ ×1
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