5. He analyzes the bottlenecks in the plant's work flow. As he says, a manager has to learn to run his plant by its constraints. Effectively managing the bottlenecks translates into the efficient management of the entire process (such as regulating the lunch breaks for the setup team better on the bottleneck machine, or finding customers once products are made).

6. Jonah reviews the new priority system in the plant and how it affects the flow of parts in the manufacturing process between bottlenecks and non-bottlenecks, pointing out that the non-bottlenecks did not have to work 24/7. In fact, they should not run all of the time so that inventory would not pile up.

7. Alex tells Jonah that they are making money. However, the...

If not, they may be shut down anyway. Jonah suggests cutting their batch sizes on non-bottleneck machines to produce savings in work-in-process Overall, this would mean a total cut of one half of the total inventory. Time at the non-bottlenecks are also not critical. Time efficiencies were most important at the bottleneck machines.
8. Now that Alex has three plants to manage as the whole division, he calls Jonah desperately to ask for help. Jonah refuses until Alex has specific questions.

Works Cited

Goldratt, Eliyahu M., and Jeff Cox. The Goal: Process of Ongoing Improvement.

3rd Revised Ed. New York: The North River Press, 2004. 1-393. Print.