Lean Thinking: Banish Waste and Create Wealth in Your Corporation / Edition 2

Lean Thinking: Banish Waste and Create Wealth in Your Corporation / Edition 2

3.1 14
by James P. Womack, Daniel T. Jones
     
 

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ISBN-10: 0743249275

ISBN-13: 9780743249270

Pub. Date: 06/03/2003

Publisher: Free Press

Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century.

Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the

Overview

Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century.

Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century that supersedes the mass production system of Ford, the financial control system of Sloan, and the strategic system of Welch and GE. It is based on the Toyota (lean) model, which combines operational excellence with value-based strategies to produce steady growth through a wide range of economic conditions.

In contrast with the crash-and-burn performance of companies trumpeted by business gurus in the 1990s, the firms profiled in Lean Thinking — from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney — have kept on keeping on, largely unnoticed, along a steady upward path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking — Toyota — has set its sights on leadership of the global motor vehicle industry in this decade.

Instead of constantly reinventing business models, lean thinkers go back to basics by asking what the customer really perceives as value. (It's often not at all what existing organizations and assets would suggest.) The next step is to line up value-creating activities for a specific product along a value stream while eliminating activities (usually the majority) that don't add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection. The first part of this book describes each of these concepts and makes them come alive with striking examples.

Lean Thinking clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world.

Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer.

In Part IV, an epilogue to the original edition, the story of lean thinking is brought up-to-date with an enhanced action plan based on the experiences of a range of lean firms since the original publication of Lean Thinking.

Lean Thinking does not provide a new management "program" for the one-minute manager. Instead, it offers a new method of thinking, of being, and, above all, of doing for the serious long-term manager — a method that is changing the world.

Product Details

ISBN-13:
9780743249270
Publisher:
Free Press
Publication date:
06/03/2003
Edition description:
Revised and Updated
Pages:
400
Sales rank:
59,425
Product dimensions:
6.12(w) x 9.25(h) x 1.20(d)

Table of Contents

Contents

Preface to the 2003 Edition

Preface to the First Edition: From Lean Production to Lean Enterprise

PART I: LEAN PRINCIPLES

Introduction: Lean Thinking versus Muda

1. Value

2. The Value Stream

3. Flow

4. Pull

5. Perfection

PART II: FROM THINKING TO ACTION: THE LEAN LEAP

6. The Simple Case

7. A Harder Case

8. The Acid Test

9. Lean Thinking versus German Technik

10. Mighty Toyota; Tiny Showa

11. An Action Plan

PART III: LEAN ENTERPRISE

12. A Channel for the Stream; a Valley for the Channel

13. Dreaming About Perfection

PART IV: EPILOGUE

14. The Steady Advance of Lean Thinking

15. Institutionalizing the Revolution

Afterword: The Lean Network

Appendix: Individuals and Organizations Who Helped

Glossary

Notes

Bibliography

Index

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Lean Thinking 3.1 out of 5 based on 0 ratings. 14 reviews.
Anonymous More than 1 year ago
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FrontierAccountant More than 1 year ago
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.
Anonymous More than 1 year ago
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Anonymous More than 1 year ago
Womack is an expert on this subject
Guest More than 1 year ago
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).
Guest More than 1 year ago
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.
Guest More than 1 year ago
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.