Lean Thinking: Banish Waste and Create Wealth in Your Corporation (Google eBook)

Front Cover
Simon and Schuster, Nov 23, 2010 - Business & Economics - 400 pages
36 Reviews
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.
  

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Review: Lean Thinking: Banish Waste and Create Wealth in Your Corporation

User Review  - Colleen Martin - Goodreads

Book was helpful and relevant to what we are focusing on - eliminating waste. However this entire book could have just been the first section where it summarized the main principles. So many boring ... Read full review

Review: Lean Thinking: Banish Waste and Create Wealth in Your Corporation

User Review  - Sam Huish - Goodreads

Very good original text on Lean. Much of this is covered by other texts now, but it is still an excellent foundation point. This covers the strategic aspects of Lean, but not so much the tactical ... Read full review

Contents

From Lean Production to Lean Enterprise
9
LEAN PRINCIPLES
13
Lean Thinking versus Muda
15
Value
29
The Value Stream
37
Flow
50
Pull
67
Perfection
90
Mighty Toyota Tiny Showa
219
An Action Plan
247
LEAN ENTERPRISE
273
A Channel for the Stream a Valley for the Channel
275
Dreaming About Perfection
286
EPILOGUE
297
The Steady Advance of Lean Thinking
299
Institutionalizing the Revolution
313

FROM THINKING TO ACTION THE LEAN LEAP
99
The Simple Case
102
AHarder Case
125
The Acid Test
151
Lean Thinking versus German Technik
189
The Lean Network
338
Notes
355
Bibliography
377
Copyright

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About the author (2010)

James P. Womack is the president and founder of the Lean Enterprise Institute (www.lean.org), a nonprofit education and research organization based in Brookline, Massachusetts.

Daniel T. Jones is the chairman and founder of the Lean Enterprise Academy (www.leanuk.org), a nonprofit education and research organization based in the UK.

Bibliographic information