- Audio CD
- Verlag: Simon & Schuster Audio; Auflage: Abridged (1. Dezember 2000)
- Sprache: Englisch
- ISBN-10: 0743510356
- ISBN-13: 978-0743510356
- Größe und/oder Gewicht: 14,5 x 12,8 x 1,1 cm
- Durchschnittliche Kundenbewertung: 4.4 von 5 Sternen Alle Rezensionen anzeigen (13 Kundenrezensionen)
- Amazon Bestseller-Rang: Nr. 2.157.114 in Englische Bücher (Siehe Top 100 in Englische Bücher)
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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.
From Booklist
In The Machine That Changed the World (1990), Womack and Jones, along with Daniel Roos, lauded the manufacturing technique used by Japanese automakers, known as "lean production" and also as the Toyota Production System. Lately, though, some critics have argued that "lean production" has been used as simply an excuse for downsizing, and recent books, such as David Gordon's Fat and Mean (1996), have questioned whether corporate trimming has been effective at all. Undaunted, Womack and Jones argue their case anew. They now move beyond "lean production" to propose "the lean enterprise" and describe the successes at 25 U.S., Japanese, and German companies that have effectively implemented the "lean principles" of value (as defined by the customer), value stream, flow, pull, and perfection. Because their earlier book has sold well, this follow-up could generate interest. David Rouse
-- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
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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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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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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.
If you are interested in understanding how a new business model of how to provide your products and/or services might work and what the benefits might be, Lean Thinking is a good place to start. Most executives and operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.
Based on my many years of experience with improving business processes, you will actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and are very insightful. You might try to start with that one.
One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.
I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.
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Get the "muda" out of here.
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. Lesen Sie weiter...
Veröffentlicht am 23. März 2004 von bernie
Must Read to Understand the Toyota Production System
The authors do a great job of helping anyone understand the whys and hows of how the Toyota Production System. Lesen Sie weiter...
Veröffentlicht am 18. Juni 1999 von lengordon@redrose.net
Lots of generalities & buzzwords, little usable examples
I was disappointed in this tape. (The book may be better. I have not read it) The tape is a couple of hours of generalities. Lesen Sie weiter...
Veröffentlicht am 17. Juni 1999 von johndh@keysfcu.org
Muda- An Organizational and Societal Evil
The Machine That Changed The World brought an entirely new perspective on manufacturing. This volume continues with the insightful features of the last one. Lesen Sie weiter...
Veröffentlicht am 8. Juni 1999 von "prudentbear"
Effective Manufacturing without any generic MBA language
I rank the book amongst the better books that I have read along with the Goal. The book is easy to understand and yet is specific in certain systems and means for measuring waste... Lesen Sie weiter...
Am 27. Mai 1999 veröffentlicht
USE LEARN THINKING TO FIND 2,000 PERCENT SOLUTIONS
My sister was fortunate last week to visit the Pratt & Whitney plant described in Lean Thinking. Lesen Sie weiter...
Veröffentlicht am 31. März 1999 von Mark(mdm@princeton.edu)
Excellent book for all companies - breaks paradigms!
If you are interested in learning how to really make significant breakthroughs in the value chain, this book is a must. Lesen Sie weiter...
Veröffentlicht am 29. Oktober 1998 von bobk@sbbsl.com
This is the business bible!
As a strategic planning consultant, I recommend 'Lean Thinking' to all of my clients. Some mistakenly view this book as a 'how to' for manufacturing companies. Lesen Sie weiter...
Veröffentlicht am 21. September 1998 von Bcreative@worldnet.att.net, Pam Mitchell of Strategic Pathways
Excellent real world application source of Lean Production
Principles and "How To Guides" are beneficial, but do not meet the needs of most action oriented business managers. Lesen Sie weiter...
Am 26. März 1998 veröffentlicht
Promising theory for the redesign of business.
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... Lesen Sie weiter...
Veröffentlicht am 18. März 1998 von ronaldburd@meritcare.com
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