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Lean Thinking, Second Edition: Banish Waste and Create Wealth in Your Corporation Hardcover – Jun 10 2003


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Product Details

  • Hardcover: 398 pages
  • Publisher: Productivity Press; 2 edition (June 10 2003)
  • Language: English
  • ISBN-10: 0743249275
  • ISBN-13: 978-0743249270
  • Product Dimensions: 15.5 x 3.6 x 23.6 cm
  • Shipping Weight: 599 g
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (8 customer reviews)
  • Amazon Bestsellers Rank: #4,493 in Books (See Top 100 in Books)
  • See Complete Table of Contents

Product Description

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In the revised and updated edition of Lean Thinking: Banish Waste and Create Wealth in Your Corporation, authors James P. Womack and Daniel T. Jones provide a thoughtful expansion upon their value-based business system based on the Toyota model. Along the way they update their action plan in light of new research and the increasing globalization of manufacturing, and they revisit some of their key case studies (most of which still derive, however, from the automotive, aerospace, and other manufacturing industries).

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

"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. --This text refers to the Audio CD edition.

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11 of 11 people found the following review helpful By Greg Stein on May 19 2004
Format: 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.
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1 of 1 people found the following review helpful By Good Karma Stores TOP 500 REVIEWER on Sept. 24 2014
Format: Audio CD Verified Purchase
I have the audio book version and listen during my daily commute.

References to VCRs kind of dates the title, but nevertheless filled with clear walk-throughs of lots of diverse businesses with examples from vacations, to cola to bicycles. I have to admit I am a lean newbie, thus many of the concepts presented forced me to toss most of my conventional ideas about batch manufacturing out the window.

What isn't clear is a laid out action plan for a lean turnaround. I found Paul Aker's 2 Second Lean to be more of my kind of simple "action plan" book.

Read by the author, which is okay, but a little dry and lacking inflection.
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Format: 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
1. Accurately understand VALUE (needs and preferences) from the customer's perspective.
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 lean approach is to "just do it" with dedicated cross functional product teams which often include suppliers and customers.
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.
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By Robert Morris HALL OF FAMETOP 10 REVIEWER on Nov. 3 2003
Format: Hardcover
This is a new and expanded second edition of a book first published in 1996. Of special interest to me was what Womack and Jones had to say in the preface regarding what has since happened to the companies previously discussed. Apparently lean thinking has enabled Toyota, Wiremold, Porsche, Lantech, and Pratt & Whitney to sustain operational excellence and economic prosperity.
Briefly, how do Womack and Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:
1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?
2. How can these principles be applied most effectively in real businesses, regardless of size or nature?
3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, and errors"?
In Part IV, Womack and Jones update the continuing advance of of lean thinking.
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