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2 von 2 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Good Top-Level Book, Good Explanation of Lean Principles
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...
Am 21. Juli 1999 veröffentlicht

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3.0 von 5 Sternen 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. 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...
Veröffentlicht am 23. März 2004 von bernie


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4.0 von 5 Sternen Good Top-Level Book, Good Explanation of Lean Principles, 21. Juli 1999
Von Ein Kunde
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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4.0 von 5 Sternen Applies system thinking to the plethora of techniques, 13. April 1998
Von Ein Kunde
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
5.0 von 5 Sternen Good Conceptual Overview of Eliminating Waste in Producing, 22. April 2000
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
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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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5.0 von 5 Sternen Promising theory for the redesign of business., 18. März 1998
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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3.0 von 5 Sternen Get the "muda" out of here., 23. März 2004
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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5.0 von 5 Sternen Excellent real world application source of Lean Production, 26. März 1998
Von Ein Kunde
Principles and "How To Guides" are beneficial, but do not meet the needs of most action oriented business managers. Application and implementation success stories is what is really needed. "Lean Thinking" truely addresses these two business manager needs.
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1 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen This is the business bible!, 21. September 1998
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. While it is, it is also much more. It is an attitude about business strategy. Waste, in any type of company, drains profits in one of two ways: as direct costs that they can see today, and as indirect costs when waste discourages repeat business. For any business manager worth his or her six figure income, this book is a must read.
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1 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Must Read to Understand the Toyota Production System, 18. Juni 1999
The authors do a great job of helping anyone understand the whys and hows of how the Toyota Production System. At last, here is a well written book to help you understand the different elements of Lean Manufacturing (Toyota Production System). This is a must read for anyone wanting to implement Lean Manufacturing in their company.
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0 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen USE LEARN THINKING TO FIND 2,000 PERCENT SOLUTIONS, 31. März 1999
My sister was fortunate last week to visit the Pratt & Whitney plant described in Lean Thinking. She was in awe of the changes they made, their ability to integrate kaizen for five years into the way they run the business and the comparison between the Chaku Chaku line (the new grinding machines and flow) and the older Boehm machines. As she told me about it, the book came to life. These stories are real and lean thinking does make a difference. Lining up the value creating activities into a value stream focusing on what the customer really wants has many benefits. One that Lean Thinking approaches in described in "The 2,000 Percent Solution" by Mitchell, Coles and Metz as the Ideal or Theoretical Best Practice. This is one of the steps in The Master Eight-Step Problem Solving Process described in their book. It allows you to think about the best way to do a task or reach a goal, with no resource constraints or old baggage, knowing what you know now. People report that once they develop their Ideal Best Practice, they can find a way to get there, rapidly, with greater benefits and at less cost. Lean thinking is clearly part of the 2,000 percent solution many activities. These two books should be read together to create greater success and get you there faster.
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5.0 von 5 Sternen Muda- An Organizational and Societal Evil, 8. Juni 1999
The Machine That Changed The World brought an entirely new perspective on manufacturing. This volume continues with the insightful features of the last one.
One of the significant departures from the earlier volume is the focus( or lack of it) on benchmarking. While the authors almost created the 'benchmarking industry' with that book, they no longer appear to be so fascinated by the concept.
They say- let us forget what others are doing- let us see how far can we go on our own understanding and analysis. Sounds remarkably similar to the motivational concpets of self actualization. They feel that this is the way to remove muda. After all, the entire benchmarking industry could not have produced the 10X jumps brought by Toyota Motors in the 1950-60s. So their ideas are acceptable.
Over all, the book represents an evolution of the thought and research done by these two manufacturing specialists.
Certainly a good reading. More than the price
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Lean Thinking: Banish Waste And Create Wealth In Your Corporation
Lean Thinking: Banish Waste And Create Wealth In Your Corporation von Daniel T. Jones (Taschenbuch - 7. Juli 2003)
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