We believe we can make dramatic improvements.

Why dramatic? Why not? Why limit ourselves? If we don’t believe that dramatic improvements are possible, we won’t look for them. If we don’t look for them, we surely won’t find them.

Still, many people have a hard time accepting even temporarily that dramatic improvements are just waiting to be found. Some have beaten their heads against the wall too many times to look for a door, or to be very pleased if they find one. Others may recognize that dramatic improvements require a different mindset, and may be frustrated at not knowing what that mindset should be. For now, we merely assert that part of the mindset requires accepting the above statement.

How can we believe that dramatic improvements can be made without knowing what we mean by an improvement? It’s important to be clear on this, because this understanding is necessary for an understanding of Theory of Constraints. Does an improvement mean that more people stay busy? Does it mean that more people finish their tasks on time? The only kind of improvement that could really be considered dramatic is an improvement to the entire organization or system under discussion. We again validate the need for miracle 2.

Miracle 4 will, we hope, come to pass as you study, understand, and apply the concepts in this book and others.