The Machine That Changed the World: The Story of Lean Production

Front Cover
Harper Collins, 1991 - Business & Economics - 323 pages
1 Review
This volume carefully traces the rise of the Toyota system from its take-off point in Ford's mass production system to its spread across the world, starting with the NUMMI joint venture with General Motors in California and now advancing in Europe, Latin America, and East Asia as well. It then identifies and describes the advantages of this system, which needs less of everything including time, human effort, inventories, and investment to produce products with fewer defects in smaller volumes at lower costs for fragmenting markets. The Machine That Changed the World even gave the system its name: lean.

In the decade since its launch in the fall of 1990, The Machine That Changed the World has sold more than 600,000 copies in 11 languages and has introduced a whole generation of managers and engineers to lean thinking. No lean library is complete without this groundbreaking book.

"The fundamentals of this system are applicable to every industry across the globea[and] will have a profound effect on human society. It will truly change the world." - New York Times

Paperback / 1990 / 323 pages

 

What people are saying - Write a review

LibraryThing Review

User Review  - Mowafy - LibraryThing

it's Good book, if you want to know about industrial management and how lean production originated and developed. other wise you will find it boring. Read full review

The machine that changed the world: based on the Massachusetts Institute of Technology 5-million dollar 5-year study on the future of the automobile

User Review  - Not Available - Book Verdict

This provocative and highly readable book summarizes five years of research by the International Motor Vehicle Program (IMVP) at MIT into the role of the autmobile industry in the world economy. The ... Read full review

Contents

THE RISE AND FALL OF MASS PRODUCTION
21
THE RISE OF LEAN PRODUCTION
48
RUNNING THE FACTORY
75
DESIGNING THE
117
CONFUSION ABOUT DIFFUSION
227
COMPLETING THE TRANSITION
256
EPILOGUE
276
APPENDIXES
291
INDEX 375
315
Copyright

Other editions - View all

Common terms and phrases

About the author (1991)

James Womack teaches at MIT.

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.

Daniel Roos, Founding Director of Engineering Systems Division, is Japan Steel Industry Professor of Engineering Systems and Civil and Environmental Engineering, Emeritus, at MIT.