Eliyahu M. Goldratt



Eliyahu M. Goldratt was an educator, author, physicist, philosopher and business leader, but first and foremost, he was a thinker who provoked others to think. Often characterized as unconventional, stimulating, and “a slayer of sacred cows,” he urged his audience to examine and reassess their business practices with a fresh, new vision.

Dr. Goldratt is best known as the father of the Theory of Constraints (TOC), a process of ongoing improvement that identifies and leverages a system’s constraints in order to achieve the system’s goals. He introduced TOC’s underlying concepts in his business novel, The Goal: A Process of Ongoing Improvement, which has been recognized as one of the best-selling business books of all time. First published in 1
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Average rating: 4.06 · 70,643 ratings · 3,033 reviews · 33 distinct worksSimilar authors
The Goal: A Process of Ongo...

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4.06 avg rating — 61,005 ratings — published 1984 — 101 editions
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Critical Chain

3.99 avg rating — 3,160 ratings — published 1997 — 33 editions
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It's Not Luck

4.14 avg rating — 2,322 ratings — published 1994 — 37 editions
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Theory of Constraints

really liked it 4.00 avg rating — 830 ratings — published 1990 — 4 editions
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The Choice

4.24 avg rating — 614 ratings — published 2008 — 19 editions
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Necessary But Not Sufficien...

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4.07 avg rating — 588 ratings — published 2000 — 22 editions
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Isn't It Obvious?

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4.19 avg rating — 690 ratings24 editions
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Beyond the Goal: Eliyahu Go...

4.09 avg rating — 417 ratings — published 2005 — 4 editions
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The Goal: A Business Graphi...

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4.24 avg rating — 385 ratings4 editions
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The Race

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3.84 avg rating — 243 ratings — published 1986 — 5 editions
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“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, The Goal: A Process of Ongoing Improvement

“What you have learned is that the capacity of the plant is equal to the capacity of its bottlenecks,” says Jonah.”
Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

“STEP 1. Identify the system’s bottlenecks. (After all it wasn’t too difficult to identify the oven and the NCX10 as the bottlenecks of the plant.)
STEP 2. Decide how to exploit the bottlenecks. (That was fun. Realizing that those machines should not take a lunch break, etc.)
STEP 3. Subordinate everything else to the above decision. (Making sure that everything marches to the tune of the constraints. The red and green tags.)
STEP 4. Elevate the system’s bottlenecks. (Bringing back the old Zmegma, switching back to old, less “effective” routings. . . .)
STEP 5. If, in a previous step, a bottleneck has been broken go back to step 1.”
Eliyahu M. Goldratt, The Goal: A Process of Ongoing Improvement

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