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Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and U |  |
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Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and U | |
Amazon.com
In the revised and updated edition of Lean Thinking: Banish Waste and Create Wealth in Your Corporation, authors James P. Womack and Daniel T. Jones provide a thoughtful expansion upon their value-based business system based on the Toyota model. Along the way they update their action plan in light of new research and the increasing globalization of manufacturing, and they revisit some of their key case studies (most of which still derive, however, from the automotive, aerospace, and other manufacturing industries).
The core of the lean model remains the same in the new edition. All businesses must define the "value" that they produce as the product that best suits customer needs. The leaders must then identify and clarify the "value stream," the nexus of actions to bring the product through problems solving, information management, and physical transformation tasks. Next, "lean enterprise" lines up suppliers with this value stream. "Flow" traces the product across departments. "Pull" then activates the flow as the business re-orients towards the pull of the customer's needs. Finally, with the company reengineered towards its core value in a flow process, the business re-orients towards "perfection," rooting out all the remaining muda (Japanese for "waste") in the system.
Despite the authors' claims to "actionable principles for creating lasting value in any business during any business conditions," the lean model is not demonstrated with broad applications in the service or retail industries. But those manager's whose needs resonate with those described in the Lean Thinking case studies will find a host of practical guidelines for streamlining their processes and achieving manufacturing efficiencies. --Patrick O'Kelley
From Publishers Weekly
There's a missionary zeal to this book for corporate managers: it wants to convert companies the world over to the streamlined production process pioneered by Toyota after WWII. Womack and Jones chronicled Toyota's concept of lean production in The Machine That Changed the World, and embarked in 1990 on a tour of North America, Europe and Japan to persuade organizations, managers, employers and investors that mass production was out of date and should be chucked for something better. They formed a network of companies and individuals dedicated to lean production. Network members, whose stories form the basis of the book, gather annually to update procedures and refine theory. Showa Manufacturing, a Japanese maker of radiators and boilers, for instance, pulled itself out of an earnings slump by changing from mass-producing batches of standardized equipment to producing customized small lots. Heavily laden with details, this is for specialists who want to streamline. It makes few references to the larger, global economy. Author tour.
Copyright 1996 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.
From AudioFile
An expanded version of a well-known guide that apparently has a cult following, this audio provides a road map on how to squeeze the most value from a product idea, from concept and manufacturing to product launch and distribution. The writing and reading are conversational and include excellent examples from a variety of business realms. Womack and Jones offer a sweeping view of value from the customer's perspective. However, the focus is on efficiency, so creative or marketing types may drift off. But it all makes great sense and ought to be required listening for the new entrepreneur, especially if disciplined and conservative thinking is not a personal strength. T.W. © AudioFile 2003, Portland, Maine-- Copyright © AudioFile, Portland, Maine --This text refers to the Audio CD edition.
From Booklist
In The Machine That Changed the World (1990), Womack and Jones, along with Daniel Roos, lauded the manufacturing technique used by Japanese automakers, known as "lean production" and also as the Toyota Production System. Lately, though, some critics have argued that "lean production" has been used as simply an excuse for downsizing, and recent books, such as David Gordon's Fat and Mean (1996), have questioned whether corporate trimming has been effective at all. Undaunted, Womack and Jones argue their case anew. They now move beyond "lean production" to propose "the lean enterprise" and describe the successes at 25 U.S., Japanese, and German companies that have effectively implemented the "lean principles" of value (as defined by the customer), value stream, flow, pull, and perfection. Because their earlier book has sold well, this follow-up could generate interest. David Rouse --This text refers to an out of print or unavailable edition of this title.
Review
Fortune A new and coherent thesis about automotive production...[the authors] back up their conclusions with unique statistical measures that are authoritative, extremely timely, and highly revealing. Think of this book as another step in the decade-long process of getting the attention of recalcitrant mass producers. --This text refers to an out of print or unavailable edition of this title.
"Automotive News" This is a book of great understanding, and of hope. It shows how to create an industrial world in which workers share the challenges and satisfactions of the business. It's a world in which assemblers communicate with suppliers and dealers in a way that improves life for all of them. Read it.
James Womack and Daniel Jones have collaborated on analyses of global industrial trends for more than twenty years. They are coauthors of The Machine That Changed the World, Seeing the Whole, and The Future of the Automobile.
Womack is founder and president of the Lean Enterprise Institute (www.lean.org), a nonprofit education and research organization based in Brookline, Massachusetts, dedicated to the spread of lean thinking.
Jones is founder and chairman of the Lean Enterprise Academy in the U.K. (www.leanuk.org), a nonprofit organization affiliated with the Lean Enterprise Institute and pursuing the same objectives in English-speaking Europe.
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