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Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated Hardcover – June 10, 2003
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The core of the lean model remains the same in the new edition. All businesses must define the "value" that they produce as the product that best suits customer needs. The leaders must then identify and clarify the "value stream," the nexus of actions to bring the product through problems solving, information management, and physical transformation tasks. Next, "lean enterprise" lines up suppliers with this value stream. "Flow" traces the product across departments. "Pull" then activates the flow as the business re-orients towards the pull of the customer's needs. Finally, with the company reengineered towards its core value in a flow process, the business re-orients towards "perfection," rooting out all the remaining muda (Japanese for "waste") in the system.
Despite the authors' claims to "actionable principles for creating lasting value in any business during any business conditions," the lean model is not demonstrated with broad applications in the service or retail industries. But those manager's whose needs resonate with those described in the Lean Thinking case studies will find a host of practical guidelines for streamlining their processes and achieving manufacturing efficiencies. --Patrick O'Kelley
Philip Caldwell Chairman and CEO, Ford Motor Company, 1980-1985 Truly remarkable....The most comprehensive, instructive, mind-stretching and provocative analysis of any major industry I have ever known. Why pay others huge consulting fees? Just read this book.
Richard J. Schonberger Author of "World Class Manufacturing: The Next Decade" The manufacturing book of the nineties.
"Automotive News" This is a book of great understanding, and of hope. It shows how to create an industrial world in which workers share the challenges and satisfactions of the business. It's a world in which assemblers communicate with suppliers and dealers in a way that improves life for all of them. Read it.
Peter F. Drucker Author of "The Post-Capitalist Society""The Machine That Changed the World" is a very important book. I am impressed.
"Business Week" The best current book on the changes reshaping manufacturing, and the most readable, too...conveys a very human sense of managers constrained by limited resources yet trying to do better.
"Financial Times" A revealing and compellingly readable account of Japan's achievement in revolutionizing manufacturing....An eye-opener even for those who already knew Japan didn't do it all with robots.
Top Customer Reviews
After reading Lean Thinking, I'm struck by the irony that while the authors recommend removing waste from the manner by which your products are delivered to the end customer, they don't take their own advice. The text could have been distilled from 384 pages down to five or six, since there's no real substantive instruction on how to implement lean principles. Then again, maybe I completely misinterpreted the intent of the authors as to their audience and it really was written for the business historian who enjoys reading about how Pratt & Whitney started in 1855. That must be it, because after I ponder the title, I realize that Lean Thinking is for just that, thinking. What I really wanted was a book entitled Lean Doing.
Briefly, how do Womack and Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:
1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?
2. How can these principles be applied most effectively in real businesses, regardless of size or nature?
3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, and errors"?
In Part IV, Womack and Jones update the continuing advance of of lean thinking.Read more ›
Sometimes "Lean Thinking" is saddled with criticism directed toward its high-level approach. However, understanding how other companies dealt with the lean challenge is a valuable part of the lean education.
Lean is unconventional. The lean journey is wrought with headwinds in the form of surprises, resistance, and sometimes even sabotage. People think they don't like change (the widespread use of electricity suggests otherwise) which makes the jump to a lean culture challenging. Progress along the lean journey is normally measured by two steps forward and one step back -- which can be discouraging at times. The case studies outlined in "Lean Thinking" remind the lean champion that others have been in their shoes and the result of their lean journey was a successful and more profitable business.
Most Recent Customer Reviews
A book with real live examples, that brings to live Lean transitions in all cultures and with different company sizes. Read morePublished 2 months ago by cjackson
Good book to read on learning and implementing lean in an industrial environment.Published 4 months ago by Kansith Sorsenginh
This book explained the lean principles and lean thinking from the author's point of view, but the chapters seemed to go on and on without any additional information that any other... Read morePublished 5 months ago by Ramona Wright