Fee Download Lean Thinking: Banish Waste and Create Wealth in Your Corporation, by James P. Womack, Daniel T. Jones
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Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.
- Sales Rank: #300357 in Books
- Published on: 2003-07-07
- Original language: English
- Number of items: 1
- Dimensions: 9.21" h x 1.06" w x 6.02" l,
- Binding: Paperback
- 400 pages
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North America, Europe and Japan to persuade organizations, managers, employers and investors that mass production was out of date and should be chucked for something better.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.
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
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. -- Review
Most helpful customer reviews
100 of 104 people found the following review helpful.
Good Conceptual Overview of Eliminating Waste in Producing
By Donald Mitchell
Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.
One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and converted them into lean operations. I know of no other set of case histories half as useful on this subject.
The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and write a hands-on guide. Much more benefit will follow.
If you are interested in understanding how a new business model of how to provide your products and/or services might work and what the benefits might be, Lean Thinking is a good place to start. Most executives and operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.
Based on my many years of experience with improving business processes, you will actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and are very insightful. You might try to start with that one.
One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.
I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.
2 of 4 people found the following review helpful.
Good Book for Introduction to Lean!..need application book
By Elguava
This book was definately informative. Lean thinking is revolutionary in approach. The text reviews a lot of success stories. Would like to see another text that gets more into application, answering questions like...How to set up a kanban system..or How to accomplish quick changeover of machinery.
Would recommend this book as a good starting point!
0 of 1 people found the following review helpful.
A classic, must read
By C. Smith
I was fortunate enough to participate in the Pratt & Whitney lean transformation described in Lean Thinking.
While it is not a "how to" book, it does a good job of describing the lean initiatives undertaken.
This book is a classic "lean must read."
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