Eliyahu M. Goldrattmmnj

The processes are typically modeled as resource flows, the constraints typically represent limits on flows. In his book The Goal, the protagonist is a manager in charge of a troubled manufacturing operation. At any point in time, one particular constraint (such as inadequate capacity at a machine tool) limits total system throughput, and when the constraint is resolved, another constraint becomes the critical one. The plot of Goldratt's stories revolve around identifying the current limiting constraint and raising it, which is followed by finding out which is the next limiting constraint. Another common theme is that the system being analyzed has excess capacity at a number of non-critical points, which, contrary to conventional wisdom, is essential to ensure constant operation of the constrained resource.

• Name — Eliyahu M. Goldratt • Native Name — אליהו משה גולדרט • Birth Name — Eliyahu Moshe Goldratt • Born — 31 March 1947 • Died — 11 June 2011 • Field — Theory of constraints Operations research Organizational psychology Management science Education • Known for — Theory of constraints Cause and effect thinking Slayer of paradigms

• Illustration — Eliyahu M. Goldratt's grave Goldratt was born into a rabbinic family, the son of Avraham-Yehuda Goldrat, in British Mandatory Palestine one year prior to Israel's modern statehood. He obtained a BSc degree from Tel Aviv University, and MSc and PhD degrees from Bar-Ilan University in Ramat Gan, Israel. Goldratt died from complications arising from lung cancer on June 11, 2011 in his home in Israel.

After leaving Creative Output circa 1985, Goldratt created the Avraham Y Goldratt Institute or AGI (named after his father) to promote the Theory of Constraints and help it be implemented worldwide. During the time of the AGI, Goldratt got deeply involved with the further development of TOC, mainly the Thinking Processes (launching it publicly in 1991), Critical Chain Project Management and other applications. His concepts influenced applications outside manufacturing and supply management, including the field of sales process engineering. In 1997, Goldratt followed his plan to retire from the Institute prior to his 50th birthday.

From the beginning of the 2000s, Goldratt created the self-funded Goldratt Group and launched the Viable Vision initiative. He continued the development of TOC both in the Goldratt Group and in active support for other developments like TOC for Education, TOC in Healthcare, TOC for the Individual (in the continuity of the Odyssey Program, and the publishing of The Choice).

• Eliyahu M. Goldratt, Jeff Cox. The Goal: A Process of Ongoing Improvement. (1984). North River Press; 2nd Rev edition (1992).; 20th Anniversary edition (2004) 0-88427-178-1 The book introduces TOC process for improving organizations and briefly covers TOC's accounting aspects. While set in a manufacturing company, the book provides the context for a more generic approach to continuous improvement. • Eliyahu M. Goldratt. It's Not Luck. (1994) applies TOC to marketing, distribution and business strategy; Goldratt illustrates use of the thinking processes to address policy constraints. • Eliyahu M. Goldratt. Critical Chain. (1997) applies TOC to project management and illustrates the Critical Chain method for managing projects while commenting on the MBA academic environment and its issues • Eliyahu M. Goldratt. Late Night Discussions on the Theory of Constraints. (1998) • Eliyahu M. Goldratt, Eli Schragenheim, Carol A. Ptak. Necessary But Not Sufficient. (2000) applies TOC to enterprise resource planning (ERP) and operations software • Eliyahu M. Goldratt, Ilan Eshkoli, Joe Brownleer. Isn't It Obvious? (2009) The story is about a husband (manager) and wife (purchaser) working in her family's retail chain. An unexpected crisis helps them to find new ways of doing things, ending in success.

• Eliyahu M. Goldratt. 1995. UnCommon Sense. The play (final revision), New Haven, CT: Avraham Y. Goldratt Institute.