hERE IT IS

You can find the answers with your own mind" (Goldratt, 33). .
             In the beginning of the novel Rogo, is given an ultimatum from his Bill Peach, his boss. Mr. Peach tells Rogo, " You've got three months to turn this plant around. Then I am going to the management committee with a recommendation to close the plant" (6). This particular plant was failing to ship orders on time and struggling to make a profit. Rogo immediately takes action and begins to consider the possible problems and the solutions that could change this crisis. He turns to Jonah for some consultation. Jonah challenges the assumption that the robots used in production process were creating a more efficient factory. "If inventories haven't gone down, your employer expense was not reduced, and you"re not shipping more product than your robots haven't increased productivity" (28). Jonah explains that conventional thinking is old and the numerical data that comes out is often misleading. Rogo's numbers verified an increase in efficiency, and are not reflective to the factory's concrete productivity. .
             Jonah then questions Rogo's idea of productivity and also questions whether or not Rogo truly knows the GOAL of his plant. Rogo defines productivity as, " producing something in terms of your goal" (31). Thus, making the numerical data complied useless without any valid direction. In reality, the goal is the reason behind a specific company's existence. Rogo also claims that the company's goal is "to make money by increasing net profit, while simultaneously increasing return on investment, and simultaneously increasing cash flow" (49). What is my company's goal? What is my company's purpose? This is an important question to ask when managing a company. Once that is known, and then the manager can begin to calculate your productivity relative to your company's goal. .
             Rogo, as well as his employees, did not care about the numbers despite their importance.