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
It was a good read. I thought it was going to be more of a how-to book but it wasn't. It was still a good read and motivated me to go on with lean.Published on Nov. 6 2012 by Wernher
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? Read morePublished on April 23 2004 by Robert W. Bradford
This book was translated and published in Russia in January 2004. We find that it will be interesting and usefull for russian managers and companies.Published on Jan. 28 2004 by Tanya Samsyka