The Goal: Master machinist asked to break his current setup

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One of the first conflicts mentioned in The Goal involves Bill Peach (head of the division) and a master machinist. This is a hypothetical cloud of what could have happened, if the machinist had the chance to analyze the situation using clouds. Of course, Bill Peach could have taken the same approach, instead of "kicking ass" as he describes it. This conflict can be found on page 1-9 in "The Goal - third revised edition". Peach yelled at the machinist to expedite an order for an important customer (Burnside), because the machinist - worrying about wasting a setup - was very unsatisfied with the sudden change of priorities.

D: Run the part that the machine is already set to run
D': Set up to run the part for Burnsides order
B: Perform to meet expectations
C: Respond to key customer complaints
A: Be a valuable asset to my employer
Click on the icons on the arrows to see assumptions and injections
In order to Be a valuable asset to my employer I must Perform to meet expectations and in order to Perform to meet expectations I must Run the part that the machine is already set to run. But, in order to Be a valuable asset to my employer I must also Respond to key customer complaints and in order to Respond to key customer complaints I must Set up to run the part for Burnsides order. I can't both Run the part that the machine is already set to run and Set up to run the part for Burnsides order.
RelationAssumption(s)Injection(s)
D-D'1. The machine is not set up to run the part for Burnsides order.
2. This is the only machine that can produce the needed part.
1. There should be no conflict if it turns out that the machine is actually set up to make the part in question (this is not the case)
2. If the machinist is aware of another machine in the plant that is capable of making the part, this would be an obvious suggestion (this is not the case).
B-D1. My employer's expectations of me is reflected in the performance measures.
2. Breaking a set up has a negative impact on performance measures.
1. Realizing that for the head of the division to show up in the plant and personally expedite an order, this may be a case where the performance measures are not reflecting the true priorities of the company. (Eventually, on page 3, Alex explains to the machining foreman that he should work on the part for Burnsides order, because the presence of Bill Peach makes it "logical" that this order should be of highest priority)
2. Another choice could be: Instead of throwing down his wrench and generally complaining about breaking a set up. The machinist could explain how the performance measures will be negatively impacted by breaking the set up. By communicating constructively, he might also get a constructive explanation for why he has to break the set up.
C-D'1. We will lose a key customer if this part isn't expedited.
2. The order cannot be finished unless the set up is performed now.
1. If the customer stays regardless of having his order delayed, there is no need to expedite (this is not the case).
2. If there is enough time to: run all parts on the current set up, change the setup to the part for Burnsides order and assemble the products, there should be no conflict (this is not the case)