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Lean Thinking; Banish Waste and Create Wealth in Your Corporation, Revised and Updated

ISBN: 9780743249270 | 0743249275

Edition: 2nd
Format: Hardcover
Publisher: Free Press
Pub. Date: 6/3/2003

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Summary Table of Contents Author Biography

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 ... MOREcompanies trumpeted by business gurus in the 1990s, the firms profiled inLean 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 asvalue.(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 avalue streamwhile eliminating activities (usually the majority) that don't add value. Then the lean thinker creates aflowcondition in which the design and the product advance smoothly and rapidly at thepullof 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 ofperfection.The first part of this book describes each of these concepts and makes them come alive with striking examples.Lean Thinkingclearly 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 ofLean Thinking.Lean Thinkingdoes 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.

Contents

Preface to the 2003 Edition

Preface to the First Edition: From Lean Production to Lean Enterprise

PART I: LEAN PRINCIPLES

Introduction: Lean Thinking versus Muda

1. Value

2. The V

Contents

Preface to the 2003 Edition
Preface to the First Edition: From Lean Production to Lean Enterprise

PART I: LEAN PRINCIPLES
Introduction: Lean Thinking versus Muda
1. Value
2. The Value Stream
3. Flow
4. Pull
5. Perfection

PART II: FROM THINKING TO ACTION: THE LEAN LEAP
6. The Simple Case
7. A Harder Case
8. The Acid Test
9. Lean Thinking versus German Technik
10. Mighty Toyota; Tiny Showa
11. An Action... MORE Plan

PART III: LEAN ENTERPRISE
12. A Channel for the Stream; a Valley for the Channel
13. Dreaming About Perfection

PART IV: EPILOGUE
14. The Steady Advance of Lean Thinking
15. Institutionalizing the Revolution

Afterword: The Lean Network
Appendix: Individuals and Organizations Who Helped
Glossary
Notes
Bibliography
Index

James Womack and Daniel Jones have collaborated on analyses of global industrial trends for more than twenty years. They are coauthors of The Machine That Changed the World, Seeing the Whole, and The Future of the Automobile.

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

Jones is founder and chairman of the Lean Enterprise Academy in the U.K. (www.leanuk.org), a nonprofit organization affiliated with the Lean Enterprise Institute and pursuing the same objectives in English-speaking Europe.

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Lean Thinking; Banish Waste and Create Wealth in Your Corporation, Revised and Updated

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