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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
Review
Business Week The best current book on the changes reshaping manufacturing, and the most readable, too...conveys a very human sense of managers constrained by limited resources yet trying to do better.
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.
Financial Times A revealing and compellingly readable account of Japan's achievement in revolutionizing manufacturing....An eye-opener even for those who already knew Japan didn't do it all with robots.
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.
Philip Caldwell Chairman and CEO, Ford Motor Company, 1980-1985 Truly remarkable....The most comprehensive, instructive, mind-stretching and provocative analysis of any major industry I have ever known. Why pay others huge consulting fees? Just read this book.
Richard J. Schonberger Author of World Class Manufacturing: The Next Decade The manufacturing book of the nineties.
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Most helpful customer reviews
10 of 10 people found the following review helpful
1.0 out of 5 stars
Great, if you like stories about business.,
By Greg Stein (California) - See all my reviews
This review is from: Lean Thinking: Banish Waste and Create Wealth in Your Corporation, 2nd Ed (Audio CD)
I'm not sure who the audience is for Lean Thinking. Call me naïve, but I assumed it was written by Womack and Jones to help organizations analyze their business processes and eliminate muda (Japanese for "waste"), thereby improving overall performance. However, after reading almost 250 pages of anecdotal success stories, the chapter entitled "Action Plan," where one would assume resides the punch-line of the text, I was met by the profound advice to "Get the knowledge" by hiring one of the numerous experts in North America, Europe or Japan, and read some of the "vast literature" available on lean techniques. Reminds me of the Steve Martin joke where he tells you how to be a millionaire. "First, get a million dollars."After reading Lean Thinking, I'm struck by the irony that while the authors recommend removing waste from the manner by which your products are delivered to the end customer, they don't take their own advice. The text could have been distilled from 384 pages down to five or six, since there's no real substantive instruction on how to implement lean principles. Then again, maybe I completely misinterpreted the intent of the authors as to their audience and it really was written for the business historian who enjoys reading about how Pratt & Whitney started in 1855. That must be it, because after I ponder the title, I realize that Lean Thinking is for just that, thinking. What I really wanted was a book entitled Lean Doing.
4.0 out of 5 stars
Essential for Understanding Lean Thinking,
By GLEN (Vancouver, BC.) - See all my reviews
This review is from: Lean Thinking: Second Edition, Revised and Updated (Hardcover)
From the people who coined the term "Lean" -- this is a must-have on your quest to understand Lean principles and practices. It is a seminal work that provides solid background on Lean and its workings. Womack and Jones put together a text that you'll find yourself referencing whether you are a student or a practitioner. This book should be combined with other titles -- especially those that talk more about the Lean culture.
5.0 out of 5 stars
A Roadmap for Efficient Value Creation,
By Robert W. Bradford "President and CEO of Cent... (Ann Arbor, MI United States) - See all my reviews (REAL NAME)
This review is from: Lean Thinking: Second Edition, Revised and Updated (Hardcover)
Would you like to double productivity, cut development time by 60%, reduce inventory by 65%, reduce throughput time by 95%, reduce capital investment while doubling sales? Pre-existing assets, technologies, practices, organizations and concepts often cause enormous waste, i.e. activity which does not create value. This exciting book is about a way to do more and more with less and less - to create value instead of waste.Lean Principles 2. Perform VALUE STREAM analysis. This will reveal three types of actions: 1) those that create value, 2) those that do not create value but are unavoidable in the present situation and 3) those that don't create value and are immediately avoidable. 3. After eliminating avoidable waste activities, make the remaining activities continuously FLOW. This requires the elimination of departmentalized "high speed" batch-and-queue "efficiency". It requires quick changeovers, "right-sizing" and close coupling of operations without buffers. The authors state that the results are always a dramatic reduction of effort and improvement in throughput. 4. Because of the radical reduction achieved in throughput time, you now are capable of Just In Time operations. You can now let the customer PULL the product. 5. Finally search for PERFECTION. Perfection is, of course, impossible. But the effort compels progress. "Just Do It" The beauty of this system is that it won't work at all unless everything works properly all the time. Thus 100% performance becomes an absolute requirement. The authors present a number of very interesting case studies in which dramatic results were obtained. They conclude with advice as to how to get started - including a list of available resources. This book is especially well-suited to operations managers, but will also benefit any executive in a company that relies upon operational excellence as a part of their strategy. (Robert Bradford is CEO of Center for Simplified Strategic Planning and co-author of Simplified Strategic Planning)
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