The success of a business is Not Luck; it is usually a result of well laid strategies - Not Luck introduction. For any business to thrive the following must be put into consideration:-
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(a) what are the problems been faced
(b) what can be done about the problems
(c) How can the answers to (b) above be implemented and what other areas will get involved
(a) Business people must be able to identify the root cause of a problem. This is a very important stage in problem solving because unless the problem is well identified then the results might be devastating. Unless the root of a problem is targeted then any other effort will not yield the required results. Example:- the end result of a product might not be satisfactory to the customer because of a problem in the initial stage of production; if the problem doesn’t get addressed at the right stage (this level of production) then the same thing will keep repeating. This according to Goldratt is referred to as ‘what to change’ this is the constraint which is sometimes not to obvious to pin point. The constraint affects all the other areas and therefore it could become tricky when trying to identify the root problem.
(b) Usually a problem is pointed when an expected goal has not been achieved. All the companies have their expectations and therefore if not realized then definitely there has to be a problem. The current situation of a business as compared to where it should have been is referred to by Goldratt as ‘what to change to’
(c) Lastly there is this question:- what are the ways to solve the already identified problem? This is another very important stage. This may require more people in a company to participate. Perhaps all departmental heads those whose areas have problems and those that are affected by the problem. Ideas should be exchanged and there should be a solution on the ways to facilitate the change. Maybe some staff might require more training of enough machinery might be lacking. It is at this stage that the ‘if’ word comes in. they should consider reality of the solution as opposed to imagination. Goldratt referred to this as ‘How to cause the change’