The Goal

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"So it's obvious those parts get first priority," I explain to the two supervisors.

Then Ralph says, "We went ahead and made a list for both heat-treat and the NCX-10 as to which parts they each have to process and in what order-again, the same sequence of latest order to least late. In a day or two we can generate the list by computer and stop burning the midnight oil."

"Fantastic, Ralph. I think both you and Stacey have done a super job," I tell him. Then I turn to Ted and Mario. "Now, all you gentlemen have to do is have your foremen start at the top of the list and work their way down."

"That sounds easy enough," says Ted. "I think we can han- dle that."

"You know, we may have to go track some of these down," says Mario.

"So you'll have to do some digging through the inventory," says Stacey. "What's the problem?"

Mario frowns and says, "No problem. You just want us to do what's on this list, right?"

"Yep, it's that simple," I say. "I don't want to see either of you working on something not on that list. If the expediters give you any problem, tell them to come see me. And be sure you stick to the sequence we've given you."

Ted and Mario both nod.

I turn to Stacey and say, "You do understand how important it is for the expediters not to interfere with this priority list, don't you?"

Stacey says, "Okay, but you have to promise me you won't change it because of pressure from marketing."

"My word of honor," I tell her. Then I say to Ted and Mario, "In all seriousness, I hope you two guys know that heat-treat and the NCX-10 are the most important processes in the whole plant. How well you manage those two could very well determine whether this plant has a future."

"We'll do our best," says Ted.

"I can assure you that they will," says Bob Donovan.

Right after that meeting, I go down the hall to the personnel relations for a meeting with Mike O'Donnell, the union local president. When I walk in, my personnel manager, Scott Dolin, is