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Lean Thinking: Banish Waste And Create Wealth In Your Corporation (Englisch) Taschenbuch – 7. Juli 2003


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Lean Thinking: Banish Waste And Create Wealth In Your Corporation + The Machine That Changed the World: The Story of Lean Production-- Toyota's Secret Weapon in the Global Car Wars That Is Now Revolutionizing World Industry + The Lean Toolbox: The Essential Guide to Lean Transformation
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Produktinformation

  • Taschenbuch: 396 Seiten
  • Verlag: Simon & Schuster UK; Auflage: New edition (7. Juli 2003)
  • Sprache: Englisch
  • ISBN-10: 0743231643
  • ISBN-13: 978-0743231640
  • Größe und/oder Gewicht: 15,6 x 2,7 x 23,6 cm
  • Durchschnittliche Kundenbewertung: 4.4 von 5 Sternen  Alle Rezensionen anzeigen (13 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 4.066 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

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Produktbeschreibungen

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Following on from their book, The Machine that Changed the World, Womack and Jones have developed their ideas further with Lean Thinking. This book is aimed at any manager interested in sustaining growth within their industry. They define "lean thinking" as the elimination of unnecessary waste in business, and by outlining the principles and applications of this they link their theories to value for the customer.

Womack and Jones demonstrate the effectiveness of their approach through their research in both the U.S. and Europe. Citing examples from both simple and complex manufacturing processes, and from traditional technologies to high-tech companies, they show how their theories have been put into action.

They develop their ideas further by suggesting the application of lean thinking to the whole product cycle, from suppliers to customers. Taking the travel industry as an example, the authors show how their methods could eliminate long queues and waiting times for customers.

Based on the belief that companies should compete against perfection rather than each other, Lean Thinking provides a valuable new insight into methods of production management. And by applying the theories outlined in this book, managers across all sectors of the economy will be able to reduce waste and increase profitability. -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

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"Fortune" A new and coherent thesis about automotive production...[the authors] back up their conclusions with unique statistical measures that are authoritative, extremely timely, and highly revealing. Think of this book as another step in the decade-long process of getting the attention of recalcitrant mass producers. -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

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2 von 2 Kunden fanden die folgende Rezension hilfreich Von Ein Kunde am 21. Juli 1999
Format: Gebundene Ausgabe
Lean Thinking has its strengths. The authors do a good job of explaining the principles behind lean manufacturing and show good data from varied case studies to convey the value in implementing lean manufacturing. They make a strong case that these principles can reduce waste and costs, reduce lead times, and improve quality and resource utilization. This book is not a practical guide, however. I found it to be somewhat of a "warm and fuzzy" overview aimed at top execs and business strategists as opposed to plant, production, and manufacturing managers. The details of certain key roadblocks aren't addressed, for example: 1. Across the board firings of managers who oppose lean principles. Not as easy as it sounds. 2. Vastly improving changeover times and rearranging big machinery without a generous budget. 3. Making radical changes on your shop floor despite heavy production demands. 4. Dealing with a union that is not willing to concede the initial layoff without a massive war, despite a company crises. There are many others. One thing that I got a kick out of - when Japanese consultants were called in to implement lean changes in a plant, they began taking machinery apart and moving it themselves. At many plants I've seen, if a foreign consultant were to do that, he'd probably be shot before he made it out of the parking lot. Though the authors are self-admitedly theorists and the book lacks a lot of "nuts and bolts" detail, they do a good job of teaching the principles and laying out the results.
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1 von 1 Kunden fanden die folgende Rezension hilfreich Von Ein Kunde am 13. April 1998
Format: Gebundene Ausgabe
There is a plethora of useful techniques available to organsations today in the quest for improvement. What is needed is the systems thinking that enables the tools to make a difference. Lean Thinking is a significant contribution to the quest. Whilst the system thinking expounded in Lean Thinking is still located in the process, rather than the organisation, the book needs to be part of a wider perspective, eg Theory of Constraints, to make the maximum impact. One interesting observation in the book is that benchmarking is a waste of time. This is particularly pertinant coming from authors who made their reputation as benchmarkers! By bouncing many of the accepted wisdoms of manufacturing, and demonstrating that the thinking can be applied widely, they offer a very worthwhile read.
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3 von 4 Kunden fanden die folgende Rezension hilfreich Von Donald Mitchell TOP 500 REZENSENT am 22. April 2000
Format: Gebundene Ausgabe
Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.
One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and converted them into lean operations. I know of no other set of case histories half as useful on this subject.
The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and write a hands-on guide. Much more benefit will follow.
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The authors set out to test the ideas laid out in their previous work, They apply the principles in their own factory and then take the reader to other sites where we see the application. The theory is nicely laid out and explained, the examples broad-ranging and instructive. As one reads, it is difficult to keep in mind that it is more an instruction manual with examples than an historical account. I found it very provoking. The principles are more easily and directly applied to manufacturing, and less to the service industries. Obviously, this is the next challenge to "Lean Thinking".
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Von bernie am 23. März 2004
Format: Taschenbuch
This book is better than "The Machine That changed the World." For that matter this book is more useful than most in the field, and not just for lean thinking. James P. Womack and Daniel T. Jones are unique in the approach this book takes in trying to understand the existing industry and realistic ways to implement lean thinking.

The major thing I found that helped me to read this book is that they are writing this book as some god consultant that tells how he single-handedly corrected a company as their all knowing all and seeing consultant. They took several industries and companies that there is no vested interest in and explain with realistic diagrams, how lean thinking differs from most traditional concepts and procedures.

The only thing I found disturbing was how they make the existing systems seem more complex than they are (The creation of soda cans from bauxite to bottler) and simplified the recycling procedure. The point they are making is clear, it is just the way they show the examples that are skewed. It is like trying to sell a microwave egg cooker and telling you that this way the bacon grease will not splatter on your naked body. So who cooks eggs naked? And what if you still want bacon?

They describe that lean thinking is not just, an other form of existing systems, as MRP or JIT. I only wish they did not try to use so many Japanese words when the English ones work just fine.

Ignoring my quirks, this book is up to date and maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.
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