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Lean Thinking : Banish Waste and Create Wealth in Your Corporation, Revised and Updated (精装)
by James P. Womack, Daniel Jones
| Category:
Lean thinking, Six Sigma, Productivity improvement |
| Market price: ¥ 318.00
MSL price:
¥ 288.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
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MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A good introduction to and an real world application source of Lean Production, this book will help the redesign of business when everyone is aware Toyota will soon displace GM as the world's biggest automaker. |
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AllReviews |
1 Total 1 pages 9 items |
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Fortune (MSL quote), USA
<2007-01-30 00:00>
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. |
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David Rouse (Booklist) (MSL quote), USA
<2007-01-30 00:00>
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. |
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Robert Morris (MSL quote), USA
<2007-01-30 00:00>
This is a new and expanded second edition of a book first published in 1996. Of special interest to me was what Womack and Jones had to say in the preface regarding what has since happened to the companies previously discussed. Apparently lean thinking has enabled Toyota, Wiremold, Porsche, Lantech, and Pratt & Whitney to sustain operational excellence and economic prosperity.
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. They rack the trend in inventory turns and the progress of their profiled companies. Also of special interest to me was the discussion of what Womack and Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives and thereby "to raise consciousness about value and its components, leading to action."
Obviously, even if everyone involved within a given organization is committed to lean thinking, to creating value while (and by) eliminating waste, the process requires specific strategies and tactics to succeed. Hence the importance of the last chapter in this book., "Institutionalizing the Revolution." I presume to suggest that the process of lean thinking never ends. Inevitably, success creates abundance; abundance often permits waste. I also presume to suggest that priorities must first be set so that the implementation of lean thinking process does not inadvertently create or neglect waste in areas which influence the creation of value for customers.
Although highly readable, this is not an "easy read" because it requires rigorous thinking about what is most important to a given organization, rigorous thinking about the root causes (rather than the symptoms) of that organization's problems, and rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack and Jones share, I strongly recommend that decision-makers read and then re-read this book before getting together to exchange reactions to it. Out of that discussion, I hope, will come both a collective commitment to lean thinking and the personal determination of each executive to apply what she or he has learned from this book in operational areas where waste has most diminished value.
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Rolf Dobelli (MSL quote), Switzerland
<2007-01-30 00:00>
James P. Womack and Daniel T. Jones sound a battle cry against institutional waste. What a pity, they say, that so much time, energy, and money are needlessly thrown away. They urge executives to redefine their values based on customer experiences and to track the flow of value from manufacturing to final sale. The result, they promise, is that companies will save time, energy and money - and will revolutionize their entire organizations in the bargain. Not content to simply study western problem-solving methods, the worldly authors guide their readers through a wide array of Japanese manufacturing wisdom as well. Their generosity and depth make this a pleasantly informative book, which defies the current trend in business books of proclaiming doom and then offering a quick fix. This book would rather proclaim hope, which is just one of the reasons that we [...] recommend it to serious managers who want to trim the fat.
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B. King (MSL quote), USA
<2007-01-30 00:00>
The principals in this book are sound. However, top management must make the full commitment and follow the principals as defined. Trying to shortcut the process will have detrimental results if not disastrous. The concepts in this book my sound very radical but in actuality are common sense. And that is the pitfall. I have seen where a company makes a commitment toward lean manufacturing. But somewhere along the line management thinks they can modify the principals or they begin to not see immediate results and they don't follow the plan to fruition. They end up losing money or their shirt! The hard way is always the easiest way. If you own your own company or are trying to sell this concept to management in your present work environment, it is important that everyone in the organization makes a commitment to Lean thinking. Do not cut corners and stay the course. Don't play with fire. |
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B. Chandler (MSL quote), USA
<2007-01-30 00:00>
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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Donald Mitchell (MSL quote), USA
<2007-01-30 00:00>
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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A reader (MSL quote), USA
<2007-01-30 00:00>
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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Mark (MSL quote), USA
<2007-01-30 00:00>
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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1 Total 1 pages 9 items |
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