- Paperback: 232 pages
- Publisher: North River Press (November 5, 2009)
- Language: English
- ISBN-10: 0884271927
- ISBN-13: 978-0884271925
- Product Dimensions: 8.2 x 5.4 x 0.7 inches
- Shipping Weight: 11.2 ounces
- Average Customer Review: 45 customer reviews
- Amazon Best Sellers Rank: #550,940 in Books (See Top 100 in Books)
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Isn't It Obvious? Paperback – November 5, 2009
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About the Author
Eliyahu M. Goldratt (1947-2011) fue un consultor de negocios cuya teor a de las limitaciones ha servido como modelo para la administraci n de sistemas y negocios. Escribi muchos libros, incluyendo No es cuesti n de suerte (la continuaci n de La Meta), Cadena cr tica, y Necesario pero no suficiente. --This text refers to an alternate Paperback edition.
Top customer reviews
The point is like many other TOC (Theory of Constraints) applications it is not quite well known and it is less implemented. We could say it is ignorance but I think it is not the case. Every manager that works on logistics and on Retail/Distribution can know TOC but the obvious, so obvious to implement, gets stuck in the traditional way of thinking.
In this book Goldratt gives us not only the rational for the solution, the solution itself, but also the way to cover the change management part, which by the way is the most difficult to deal when we are talking about implementations.
So it’s all in one, in a common language with the minimum of technicalities. It’s a good story also, and a superb job in describing a superior management tool, for the Retail industry.
The only point I think Goldratt could improve this fantastic book was the story itself. But for this he needed at least more 100 pages or so.
The book starts out with a struggling company trying to get a handle on their business and understand their problems. Fortunately they have a Jonah (The Goal) they can turn to for help and guidance. The book takes you through retail issues such as SKUs, partial orders, inventory, and controlling base costs. I am not too familiar with retail terms so I had to fight through some of these parts to make sure I understood what was being discussed.
Chapter 14 was helpful in describing inventory turns (stores yearly sales divided by average cost of the inventory). They realized how helpful understanding this ratio can be to understanding sales. One good point was holding inventory where they sell less than one a day, but were holding 15 in inventory.
Chapter 18 was another helpful chapter where the authors take the readers through supply lead time, inventory and lead time for replenishment.
As with most books bits and pieces can be applied to any size company, but the sweet spot will be for the small businesses who carry different inventory in competitive locations. The story was a little dry, but easy to fight through and root for the owners and the business to thrive and grow.
I wasn't too sure about this book the first time I read it, as in many ways it was very different than the Goal, and I was expecting much of the same. While there were similarities, there were also many differences as the story revolved around a very different kind of business, that of retail. Now that I have read this a second time, I feel it is a must read, in addition to the Goal. It reinforces the concept of the Theory of Constraints, yet does so from a new perspective. It would be fantastic if Goldratt's collection of business novels would include several other business types; that would truly build a foundation of this important principle.