ealization alters not only his own thinking process but the actual procedures he employs while overseeing plant operations.
Good questioners, according to Goldratt's story line, are neither exclusively ego-driven, nor close-minded. They are team players. Rogo reaches out to the enigmatic consultant Jonah who is imbued with a quirky omniscience, coupled with his unexpected entrances and head-spinning exits. Goldratt appears to have intentionally shaped Jonah as an omniscient mentor bearing a suspicious resemblance to a godhead. Jonah's style of interaction is Socratic. Continually asking questions, he prods those he is tutoring into new avenues of approach. Then Jonah vanishes for an unspecified but timely interim so the newly initiated can ruminate, all the while stretching the perimeters of their previously too narrow focus.
Jonah's style of business management distills the essence of the 3 measurements of net profit, ROI and cash flow into a simpler form of these 3 questions (67) which focus specifically on the Bearington plant's efficiency:
1) throughput = 1) Did the plant sell more products
immediately increasing its cash flow?
expense = 2) Did the plant lay anybody off?
...