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: 4.03 · 59,253 ratings · 2,512 reviews · 27 distinct worksSimilar authors
The Goal: A Process of Ongo...

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4.03 avg rating — 51,216 ratings — published 1984 — 87 editions
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Critical Chain

3.97 avg rating — 2,750 ratings — published 1997 — 29 editions
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It's Not Luck

4.12 avg rating — 1,986 ratings — published 1994 — 30 editions
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Theory of Constraints

3.99 avg rating — 722 ratings — published 1990 — 4 editions
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Necessary But Not Sufficien...

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4.04 avg rating — 519 ratings — published 2000 — 22 editions
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The Choice

4.24 avg rating — 494 ratings — published 2008 — 15 editions
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Isn't It Obvious?

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4.18 avg rating — 550 ratings — published 2009 — 16 editions
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Beyond the Goal: Eliyahu Go...

4.03 avg rating — 313 ratings — published 2005 — 4 editions
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The Race

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3.79 avg rating — 227 ratings — published 1986 — 5 editions
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The Haystack Syndrome: Sift...

3.72 avg rating — 199 ratings — published 1990 — 8 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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