Goldratt Consulting South America GCSA

11/06/2025

14 anos de legado eterno: Eliyahu M. Goldratt

Hoje, completam-se 14 anos desde a partida do Dr. Eliyahu Goldratt.

Mais do que o fundador de nossa empresa, ele foi um pensador incansável, um educador visionário e o criador da Teoria das Restrições (TOC), uma abordagem que transformou a forma como organizações ao redor do mundo pensam e atuam.

Seu legado segue vivo — não apenas em seus livros e ensinamentos, mas na mentalidade que ele inspirou: a busca constante por foco, clareza e verdadeira alavancagem para gerar progresso real.

Goldratt nos ensinou que a solução nunca deve vir antes da compreensão. Que é preciso encontrar o ponto de restrição antes de agir — porque é ali, e só ali, que a mudança pode provocar um salto significativo.

Em cada desafio, continuamos voltando às suas perguntas fundamentais.
Em cada avanço, reconhecemos sua influência.
E em cada transformação significativa que testemunhamos, sentimos sua presença.

A você, Dr. Goldratt, nossa eterna gratidão.
Seu propósito de “Tikun Olam”

25/10/2024

A Teoria das Restrições diz que, para melhorar sua eficiência e seus resultados, você deve eliminar os gargalos que limitam seu desenvolvimento.

Isto é válido para diversas áreas, sendo um poderoso método de gestão, desenvolvido por Eliyahu Goldratt, amplamente reconhecida por transformar empresas ao redor do mundo.

Os conceitos, que se baseiam no enfoque sistêmico, romperam a barreira dos negócios, sendo utilizado para os mais diversos segmentos essenciais, tais como: Inovação, Produção, Supply Chain, Retail, Gerenciamento de Projetos e Melhoria de Processos.

Temos uma oportunidade ímpar, de ouvir do atual CEO do grupo Goldratt (Rami Goldratt) que, a partir de uma introdução conceitual dos principais fundamentos da TOC (Theory of Constraints), abordará aplicações práticas em Gestão de Projetos e Processos.

Durante a palestra, serão explorados os processos de como a TOC pode ser aplicada para identificar gargalos, de como otimizar processos e promover resultados consistentes e escaláveis. Serão apresentados exemplos reais de projetos em diversas indústrias e serviços, demonstrando como os princípios da TOC podem ser usados para gerar inovação e aumentar a eficiência.

05/09/2024

🚀 Palestra Imperdível com Rami Goldratt: METODOLOGIA CIENTÍFICA GLOBAL (TOC)

Como você pode alinhar suas iniciativas digitais aos objetivos de negócios, garantindo que cada passo seja estratégico e impactante? A resposta está na Teoria das Restrições (TOC).

No dia 17/09, das 9h às 12h, junte-se ao CEO do Goldratt Group, Rami Goldratt, para uma sessão exclusiva onde ele compartilhará como a TOC pode transformar o setor financeiro e outras empresas inovadoras, impulsionando a inovação e eficiência.

📍 Local: INOVABRA / Online

🔗 Garanta sua participação e confira mais informações sobre o evento aqui: https://bit.ly/ramiinovabra

Não perca a chance de aprender com um dos maiores especialistas globais em TOC e potencialize suas estratégias de inovação com o apoio da

Este evento será conduzido em inglês!

Para aqueles que optarem pela inscrição no formato presencial, ofereceremos tradução simultânea em português. Para a audiência online, a transmissão será exclusivamente em inglês.

25/07/2024

Buffers in IBP / S&OP

My post about the tornado analogy in S&OP (https://bit.ly/3yccNJM) got some interesting feedbacks. Those who have the same view and have faced resistance trying to implement something similar reported that the biggest obstacle was the cost mentality and the misunderstanding of the use of buffers in S&OP to protect flow dictators from variability.

These buffers can be stock, especially at points of aggregation in the flow; they can be time, where in make-to-order environments, they help to avoid overproduction and jams in the flow, and so on. But certainly the most difficult thing to deal with in practice is the capacity buffers. What we call protective capacity in TOC is often called inefficiency in the market.

The figure shows a presentation for a real client, where there was strong monthly seasonality and which led this client to adjust capacity during the year, a common practice in Brazil. The sales forecast error simulation shows both sides of the error, with wasted capacity or wasted demand. The calculation demonstrated that the same uncertainty in the forecast would cause a loss of throughput seven times greater than the unnecessary operational expense accordingly with the risk decision, which made the business decision easier.

But this calculation is actually simple and almost intuitive, risking compromise and not truly solving the dilemma. In TOC's IBP and S&OP approach, what is really important to understand is that modeling the buffers to protect the flow dictators from variability exponentially increases this proportion. Beyond this, in the S&OE process, in addition to managing the flow through the state of buffers consumption, they are often dynamically managed in ex*****on, adjusted in real-time according to reality signals.

This dynamic synchronization mechanism, which avoids forcing certainty where there is uncertainty, makes it possible to simultaneously enjoy high inventory turns, service levels, and productivity. But yes, you must think systemically and overcome the local maximums of cost mentality.

hashtag hashtag hashtag hashtag hashtag hashtag

13/06/2024

TOC in the Supply Chain

Santa Catarina is an inspiring place full of entrepreneurs and prosperity. Many of our most memorable clients and projects come from there. We are now starting a partnership with Ápice Educação Executiva. We received many good references directly from our clients' executives.

During my visit to Brazil next week, Marcio Mariano Junior and I will have the opportunity to participate in one of their events, along with many experts in the field and several companies sharing their case studies. Coincidentally, I will discuss the topic this week with three major Brazilian companies.

A complex environment with high dependency and variability is subject to strong nonlinearity, limiting the effectiveness of planning and control efforts. However, it is possible to simultaneously achieve high service levels, inventory turnover, and productivity through the scientific approach of TOC.

As Eli very well demonstrated, the challenge is to avoid the seduction of sophistication.

https://pp*p24.apiceeducacaoexecutiva.com.br/

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A Goldratt Consulting abre o caminho para as empresas acelerarem simultaneamente o seu Crescimento com Estabilidade e Harmonia.

26/04/2024

Curso Virtual de TOC na Washington State University

Temos o prazer de convidá-lo a explorar o poder transformador do Processo de Pensamento da Teoria das Restrições (TOC) por meio de um curso virtual exclusivo oferecido na Washington State University.

Este programa tem aulas todas as quintas a noite, durante 4 meses, e fornece certificado de uma Universidade Americana e também da TOCICO.

Mas mais do que apenas uma oportunidade de aprendizagem; é uma ferramenta para melhorar o desenvolvimento profissional e pessoal.

Aureo Villagra vai compartilha sua experiência direta nos projetos do Dr. Goldratt e sua aplicação da TOC em diversas culturas e estruturas de negócios em todo o mundo. Este curso não trata apenas de teoria; fornece acesso a estudos de caso da vida real, insights de palestrantes convidados renomados e técnicas práticas.

TOC oferece uma perspectiva universal sobre a compreensão e gerenciamento de sistemas. Considera uma visão sistêmica, uma lógica robusta de causa e efeito e o comportamento humano para promover um desempenho melhor e mais harmonioso em qualquer contexto – seja na sua empresa, em uma organização comunitária ou na sua vida pessoal.

Este curso ensinará você a integrar lógica, emoções e intuição para tomar decisões estratégicas além da simples análise de dados.

Convidamos todos aqueles que procuram melhorar as suas capacidades de liderança e gestão a juntarem-se a nós neste programa transformador. A capacidade de pensar de forma clara e sistémica eleva o seu potencial de influência e expande a sua capacidade de alcançar o sucesso sustentável.

Inscreva-se hoje para o EM 526 Gerenciamento de Restrições
etm.wsu.edu/em526

20/02/2024

What can you learn about KPIs from a NASCAR race?

I was in Daytona last weekend, watching the preparation of a customer's team car in the garages. It is a unique experience.

The driver's cockpit doesn’t have a speedometer. Why? To preserve the pilot's managerial attention so that he can focus on what matters, focusing on exploring the key factor that dictates overall performance. This omission of the speedometer teaches a powerful lesson about strategic focus and decision-making under pressure.

Trap of Over-Measuring
I learned that the driver's attention is focused on what matters: engine performance, as measured by the tachometer, and the strategic elements of the race. This selective focus is like navigating the modern business landscape, where the temptation to track a big dashboard can cloud judgment and dilute the strategic focus. A manager must discern which metrics drive performance, like a driver who knows the track and his car's capabilities.

Systemic Operating Indicators
NASCAR's choice to replace the speedometer with a tachometer highlights the value of indicators that monitor the factors that determine system performance over outcome measures. Speed is a result, the result of the combination of countless variables. Likewise, in business, focusing only on results, such as daily revenue, can take the focus away from actions that protect the flow of the operation.

Simplification for Strategic Agility
The simplicity of the NASCAR dashboard makes it easy to make split-second decisions based on a deep understanding of a few critical metrics. NASCAR drivers focus on engine RPMs and strategic positioning. This example reflects the agility in executing the strategy required in business. By simplifying the focus to a few critical KPIs, companies can improve responsiveness and strategic ex*****on.

"If you can't measure it, you can't manage it"
The belief that success comes from measuring everything and dividing local goals sometimes drives managers to break down local objectives extensively. NASCAR challenges this guideline. Without the distraction of a speedometer, drivers excel at strategic ex*****on. Too many KPIs can lead to analysis paralysis, where an abundance of data hinders rather than informs decision-making. The strategic focus must be identifying and monitoring the main levers directly impacting the organization's primary objectives.

NASCAR's approach to what information reaches the drivers offers an attractive model for business leaders who need to catch up on the systemic, cause-and-effect view of data and KPIs. It's a clear reminder that success does not depend on the amount of data monitored but on the strategic selection of what to measure. By focusing on the factors that drive performance, leaders can guide their organizations more precisely and speed toward their strategic objectives.

Can you think of similar examples in your organization?

31/01/2024

How the New York Stock Exchange Boosted Nasdaq's Growth: A Lesson from the Theory of Constraints

Many people view the New York Stock Exchange (NYSE) as the place for traditional companies and Nasdaq as the space for technology companies. But this simplistic view doesn't tell the whole story.

The NYSE has about 2,400 listed companies with a market value of approximately $22.5 trillion, while Nasdaq has about 4,200 companies, with a market value close to $20 trillion. Yes, Nasdaq does have more technology companies, but why?

On a visit I made to the NYSE, where discussions were happening about attracting Brazilian companies to list, I gained a better understanding of the situation, as technology companies can also be listed there. What really drove Nasdaq's growth in technology companies was an old policy of the NYSE.

For a long time, the NYSE only allowed profitable companies to list, excluding many technology companies that, like Amazon, invested in growth instead of immediate profit. When the NYSE understood this new market and changed its policy, Nasdaq had already become the main space for these companies.

This shows how internal policies can limit a company's growth. The TOC teaches us that we should always be aware of our own policies and ready to change them if they become barriers. The story of the NYSE and Nasdaq is a clear example of this and of the principle of always questioning our assumptions, as recommended by Eli Goldratt.

In summary, the evolution of the NYSE and Nasdaq is not just about two stock exchanges. It's about how adaptability and constant questioning of our policies are essential for success in a constantly changing market. The NYSE's late decision to change its listing policy shows the importance of always being open to evaluating and modifying internal rules not to limit potential growth.

Always keep in mind the fourth pillar of TOC: Never say I know.

20/12/2023

Everyone is doing the best they can.

I believe in the free market, in competition as a motivator to step out of my comfort zone and grow as an individual and as a company. I also understand that one of the important clouds to evaporate in a corporation is competition versus collaboration, both internally and externally. Eli Goldratt always said that an ever-flourishing company is one that delivers value to all stakeholders, which was the goal of TOC long before ESG became a trend.

But in daily life, people make mistakes and often act inappropriately, and not everyone is honest. However, the third pillar of TOC, people are good, must be well understood. Eli wasn't naive; developing solutions based on the belief that people are good is a conscious decision that dramatically increases the chance of success. Blaming others simply doesn't work.

I also like to add a perspective, let's call it "spiritual," to this approach. If we understand that we are here in this life to evolve and each one has its own speed and stage of evolution, it becomes easier to accept life's facts. Everyone is doing the best they can; in fact, we don't have the elements to judge others' behavior. Our job is to do the best we can to achieve results in a way that is consistent with our purpose and values, dealing with life as it is! To forgive does not mean to support; it means to admire the human condition with all its implications.

I wish everyone a happy holiday and a New Year full of ambitious goals and learning!

20/03/2023

First meeting of the year with most of our team!