Customer Reviews for

Lean Thinking: Banish Waste and Create Wealth in Your Corporation

Average Rating 3
( 14 )
Rating Distribution

5 Star

(3)

4 Star

(3)

3 Star

(3)

2 Star

(3)

1 Star

(2)

Your Rating:

Your Name: Create a Pen Name or

Barnes & Noble.com Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & Noble.com that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & Noble.com does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at BN.com or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation

Reminder:

  • - By submitting a review, you grant to Barnes & Noble.com and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Noble.com Terms of Use.
  • - Barnes & Noble.com reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & Noble.com also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on BN.com. It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

 
Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously
Sort by: Showing all of 14 Customer Reviews
Page 1 of 1
  • Anonymous

    Posted January 23, 2006

    Hot Air

    I think this book is largely bogus. Sure there is logic in having an efficient system to your manufacturing process and in buying the machines you actually need instead of something too big or too inflexible. But while the Japanese may have ninjas and 'Asian sexual secrets,' they haven't discovered any new principles of manufacturing that we insecure Americans didn't already know a long time ago. Despite the stylish Japanese mumbo-jumbo, there isn't much in this 'lean thinking' that Henry Ford didn't already have figured out by 1914, although the limitations of the technology of that day prevented him from implimenting his ideas fully. Speaking of Henry Ford, among the historical inaccuracies in this book is the oft-repeated untruth that all the millions of Ford Model T cars produced over 19 years were all exactly alike. The truth is that several body styles, ranging from open touring cars to 'Torpedo Roadsters' to closed sedans were produced, and the entire line went through at least two major styling changes and thousands of mechanical improvements. Some parts of this book just don't make any sense at all, revealing amazingly poor writing on the part of the authors and -- given that this is the revised edition -- an astonishing lack of critical thinking on the part of eager readers. For example, on page 178 it is told how Pratt & Whitney replaced a particularly inefficient turbine blade grinding machine with 'eight simple three-axis grinding machines.' But in the very next paragraph they mention 'each of the nine machines,' and then go on to say, 'The number of parts in the process would fall from about 1,640 to 15 (one in each machine plus one waiting to start and one blade just completed).' Then to top it off, the text is accompanied by a diagram showing a grinding process with eight grinders and two EDM machines. I can see I'm not the only one who flunked math here. Additionally, the book is full of stories of Japanese lean thinking gurus walking into American factories without advance notice and ordering that all the production machinery be uprooted and repositioned -- immediately. Supposedly, this is done and things brought up to running condition again in six or eight hours, with greatly improved efficiency. Where I come from, we have bothersome things like OSHA rules and the National Electrical Code that prevent us from just sliding around 100 ton presses and precision-levelled CNC machine tools like so many couches and chairs. Also telling is the example the authors themselves picked to illustrate their concept of 'flow.' One of them asked his daughters, aged six and nine, what would be the best way to fold, address, seal, stamp and mail the monthly issue of their mother's newsletter. The girls naturally replied that you ought to concentrate on one task at a time, and process all the newsletters up to that point before moving on to the next step. But the authors assert that this is wrong, and that this type of work can be done more efficiently by carrying one workpiece through to completion before starting on the next workpiece. Aside from the cruelty of forcing his daughters to walk out to the mailbox and back 547 times, I can tell you from long experience that this is 100% pure BS. Flow is great, as Henry Ford used flow. But to make a blanket statement that it is better to keep one workpiece in hand and pick up ten tools, than it is to keep one tool in hand and pick up ten workpieces, is just plain wrong. It is the tool that requires technique and concentration and uniformity of use, not the workpiece. By spotlighting this ill-chosen example, the authors have revealed in their own introduction a total lack of real-world experience and a disdain for common sense that runs throughout the entire book.

    1 out of 4 people found this review helpful.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted October 22, 2012

    you must check it out

    Womack is an expert on this subject

    0 out of 1 people found this review helpful.

    Was this review helpful? Yes  No   Report this review
  • Posted May 3, 2011

    If You Only Read One Lean Book, Read this One

    If you only read one book on lean, this is the one you should read. Well researched and written in a clear, easy to read style, the authors possess a deep understanding of their subject that is missing from some other books that profess to be about lean.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted April 26, 2006

    Womak and Jones give actionable advice this time

    If 'Machine that Changed the World' convinced you that lean will work if executed properly, then this book will tell you how to do it. Womak and Jones fill in the details that 'Machine' readers were left wanting. Still doesn't quite get to the details of value stream mapping, but that's OK because there are other books for that (I ordered 'Learning to See' but obviously can't review yet). If you're a lean zealot you need to read this book. If you're a concrete head stick with the sports page (you won't miss a game when a lean firm puts your company out of business).

    0 out of 1 people found this review helpful.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted September 7, 2003

    Great book

    I think its a great book. It deals with intricacies of manufacturing, and teaches us how to challenge the conventional ways of manufacturing so as to be competent in the market.

    0 out of 1 people found this review helpful.

    Was this review helpful? Yes  No   Report this review
  • Anonymous

    Posted June 9, 2011

    No text was provided for this review.

  • Anonymous

    Posted March 7, 2010

    No text was provided for this review.

  • Anonymous

    Posted November 21, 2009

    No text was provided for this review.

  • Anonymous

    Posted November 19, 2008

    No text was provided for this review.

  • Anonymous

    Posted March 13, 2010

    No text was provided for this review.

  • Anonymous

    Posted May 21, 2011

    No text was provided for this review.

  • Anonymous

    Posted December 7, 2009

    No text was provided for this review.

  • Anonymous

    Posted December 14, 2011

    No text was provided for this review.

  • Anonymous

    Posted July 24, 2011

    No text was provided for this review.

Sort by: Showing all of 14 Customer Reviews
Page 1 of 1