Description: Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated by James P. Womack, Daniel T. Jones Revised, updated, and more relevant than ever, the bestselling business classic by two internationally renowned management theorists shows how companies of all sizes can become the most efficient organizations possible. 20 charts. FORMAT Hardcover LANGUAGE English CONDITION Brand New Publisher Description Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century that supersedes the mass production system of Ford, the financial control system of Sloan, and the strategic system of Welch and GE. It is based on the Toyota (lean) model, which combines operational excellence with value-based strategies to produce steady growth through a wide range of economic conditions.In contrast with the crash-and-burn performance of companies trumpeted by business gurus in the 1990s, the firms profiled in "Lean Thinking" — from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney — have kept on keeping on, largely unnoticed, along a steady upward path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking — Toyota — has set its sights on leadership of the global motor vehicle industry in this decade.Instead of constantly reinventing business models, lean thinkers go back to basics by asking what the customer really perceives as "value." (It's often not at all what existing organizations and assets would suggest.) The next step is to line up value-creating activities for a specific product along a "value stream" while eliminating activities (usually the majority) that don't add value. Then the lean thinker creates a "flow" condition in which the design and the product advance smoothly and rapidly at the "pull" of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of "perfection." The first part of this book describes each of these concepts and makes them come alive with striking examples."Lean Thinking" clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world.Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer.In Part IV, an epilogue to the original edition, the story of lean thinking is brought up-to-date with an enhanced action plan based on the experiences of a range of lean firms since the original publication of "Lean Thinking.""Lean Thinking" does not provide a new management "program" for the one-minute manager. Instead, it offers a new method of thinking, of being, and, above all, of doing for the serious long-term manager — a method that is changing the world. Flap Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century that supersedes the mass production system of Ford, the financial control system of Sloan, and the strategic system of Welch and GE. It is based on the Toyota (lean) model, which combines operational excellence with value-based strategies to produce steady growth through a wide range of economic conditions. In contrast with the crash-and-burn performance of companies trumpeted by business gurus in the 1990s, the firms profiled in Lean Thinking-from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt and Whitney-have kept on keeping on, largely unnoticed, along a steady upward path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking-Toyota-has set its sights on leadership of the global motor vehicle industry in this decade. Instead of constantly reinventing business models, lean thinkers go back to basics by asking what the customer really perceives as value. (Its often not at all what existing organizations and assets would suggest.) The next step is to line up value-creating activities for a specific product along a value stream while eliminating activities (usually the majority) that dont add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection. The first part of this book describes each of these concepts and makes them come alive with striking examples. Lean Thinking clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world. Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer. In Part IV, an epilogue to the original edition, the story of lean thinking is brought up-to-date with an enhanced action plan based on the experiences of a range of lean firms since the original publication of Lean Thinking. Lean Thinking does not provide a new management "program" for the one-minute manager. Instead, it offers a new method of thinking, of being, and, above all, of doing for the serious long-term manager-a method that is changing the world. Author Biography James P. Womack is the president and founder of the Lean Enterprise Institute , a nonprofit education and research organization based in Brookline, Massachusetts. Table of Contents Contents Preface to the 2003 Edition Preface to the First Edition: From Lean Production to Lean Enterprise PART I: LEAN PRINCIPLES Introduction: Lean Thinking versus Muda 1. Value 2. The Value Stream 3. Flow 4. Pull 5. Perfection PART II: FROM THINKING TO ACTION: THE LEAN LEAP 6. The Simple Case 7. A Harder Case 8. The Acid Test 9. Lean Thinking versus German Technik 10. Mighty Toyota; Tiny Showa 11. An Action Plan PART III: LEAN ENTERPRISE 12. A Channel for the Stream; a Valley for the Channel 13. Dreaming About Perfection PART IV: EPILOGUE 14. The Steady Advance of Lean Thinking 15. Institutionalizing the Revolution Afterword: The Lean Network Appendix: Individuals and Organizations Who Helped Glossary Notes Bibliography Index Review "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. Its a world in which assemblers communicate with suppliers and dealers in a way that improves life for all of them. Read it. "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 Japans achievement in revolutionizing manufacturing....An eye-opener even for those who already knew Japan didnt do it all with robots. "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. Peter F. Drucker Author of "The Post-Capitalist Society""The Machine That Changed the World" is a very important book. I am impressed. 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. Review Quote Richard J. Schonberger Author of World Class Manufacturing: The Next Decade The manufacturing book of the nineties. Excerpt from Book Chapter 1 Value A House or a Hassle-Free Experience? Doyle Wilson of Austin, Texas, had been building homes for fifteen years before he got serious about quality. "In October of 1991 I just got disgusted. Such a large part of my business was waiting and rework, with expensive warranty claims and friction with customers, that I knew there must be a better way. Then I stumbled across the quality movement." He read Carl Sewells book on car dealing, Customers for Life, and decided to test his claims by buying a car at Sewells Dallas dealership. ("I thought that if even a car dealer could make a customer feel good, it should be easy for a homebuilder!") His purchase was such a positive experience that he asked Sewell for advice on quality in home building and was told to read the works of W. Edwards Deming. Doyle Wilson is the archetypical Texan and never does things halfway. By February of 1992 he had launched a wall-to-wall Total Quality Management campaign at Doyle Wilson Homebuilder. Over the next three years he personally taught his workforce the principles of TQM, began to collect and analyze enormous amounts of data on every aspect of his business, got rid of individual sales commissions ("which destroy quality consciousness"), eliminated the traditional "builder bonus" for his construction superintendents (who were qualifying for the "on-time completion" bonus by making side deals with customers on a "to-be-done-later" list), reduced his contractor corps by two thirds, and required the remaining contractors to attend (and pay for) his monthly quality seminars. Customer surveys showed a steady rise in satisfaction with the homebuilding experience and sales grew steadily even in a fiat market as Wilson took sales from his competitors. In 1995, Doyle Wilson Homebuilder won the National Housing Quality Award (often called the Baldrige Award for quality of the construction industry), and Wilson set a goal of winning the Baldrige Award itself by 1998. Yet he was not satisfied. "I knew I was making progress in competing with other builders for the new-home buyer, but a simple fact, once it lodged in my mind, wouldnt go away: 78 percent of the homes bought in central Texas each year are used or older homes. Ive been making progress in increasing my share of the 22 percent seeking a new home, but what about the 78 percent who bought older homes? Obviously, these buyers are the real market opportunity." So instead of surveying people who were buying new homes, Wilson began to talk with people who were buying older homes. What he discovered was obvious in retrospect but has required a complete rethinking of his business. Specifically, he found that many buyers of older homes hated the "hassle factor" in negotiating for new construction, the long lead times to get the job done and move in, the inevitable "to-be-done" list after moving in, and the "phony choices" available from builders who promise custom homes but then load on as "standard equipment" many features of little interest to buyers. Wilson soon realized that that was exactly what he had been asking his customers to go through. By contrast, older-home customers could clearly see what they were getting, buy only what they wanted, and, often, move in immediately. "No wonder I was losing 78 percent of my potential customers!" To create a hassle-free experience to go with the house itself (these together constituting Wilsons "product"), it was necessary to rethink every step in the process. He has recently opened a one-stop sales center where the customer can see and decide on every option available in a house (for example, the forty different varieties of brick, the three thousand varieties of wallpaper, the four styles of built-in home office), customize a basic design with the help of an Auto-Cad computer system, select features beyond the standard level (for example, extra-thick carpet pads, additional outdoor lighting, and heavier-duty wiring), determine the exact price, work out the mortgage, arrange for insurance, and arrange for the title search. For customers truly in a hurry this can be done during one walk-through of the sales center. To shrink the lead time from contract signing to moving in from six months to a target of thirty days, he has reorganized his contract-writing and job-release process and is developing a system of pull scheduling for contractors who are assigned new jobs as downstream jobs are completed. He is also introducing standardized work statements, parts lists, and tool kits for every job. Eventually these steps will eliminate the "to-do" list because the new system does not allow the next task to start until the previous task is certified as complete with perfect quality. Finally, Wilson has created a wide range of basic house designs with a minimum construction standard and asks the customer to specify all materials and systems upgrades (using the computer design system) to a selected base design so the customer only pays for exactly what she or he feels is really needed. Doing all of this will not be easy, as well see when we return to this example in Chapter 3 on fiow, but Doyle Wilson has already made the key leap. Instead of concentrating on conventional markets and what he and his contractors were accustomed to making in a conventional way, he has looked hard at value as defined by his customers and set off down a new path. Start by Challenging Traditional Definitions of "Value" Why is it so hard to start at the right place, to correctly define value? Partly because most producers want to make what they are already making and partly because many customers only know how to ask for some variant of what they are already getting. They simply start in the wrong place and end up at the wrong destination. Then, when providers or customers do decide to rethink value, they often fall back on simple formulas -- lower cost, increased product variety through customization, instant delivery -- rather than jointly analyzing value and challenging old definitions to see whats really needed. Steve Maynard, vice president for engineering and product development at the Wiremold Company in West Hartford, Connecticut, was trying to deal with these very problems when he reorganized Wiremolds product development system in 1992. For many years previously, Wiremold had developed new products -- consisting of wire guides for office and industrial users and surge protectors for PCs and other business electronics -- through a conventional departmentalized process. It started with marketing, which commissioned surveys comparing Wiremolds products with the offerings of competitors. When an "opportunity" was identified, usually a gap in the market or a reported weakness in a competitors offering, a design was developed by product engineering, then tested by the prototype group. If it worked according to specification, the design proceeded to the engineers designing the machines to make the products and eventually went into production. This system produced designs which lacked imagination and which customers often ignored. (The designs also took too much time and effort to develop and cost too much to make, but these are a different type of problem well discuss in Chapter 3.) Simply speeding up this process through simultaneous engineering and then broadening product variety would just have brought more bad designs to market faster. Pure muda. Steve Maynards solution was to form a team for each product to stick with that product during its entire production life. This team -- consisting of a marketer, a product engineer, and a tooling/process engineer -- proceeded to enter into a dialogue with leading customers (major contractors) in which all of the old products and solutions were ignored. Instead, the customer and the producer (Wiremold) focused on the value the customer really needed. For example, traditional Wiremold wire guides (which channel wiring through hostile factory environments and provide complex arrays of outlets in high-use areas like laboratories and hospitals) had been designed almost entirely with regard to their ruggedness, safety, and cost per foot as delivered to the construction site. This approach nicely matched the mentality of Wiremolds product engineers, who dominated the development process and who found a narrow, "specification" focus very reassuring. As the new dialogue began, it quickly developed that what customers also wanted was a product that "looked nice" and could be installed at the construction site very quickly. (Wiremold had never employed a stylist and knew relatively little about trends in the construction process.) Customers were willing to make substantial trades on cost per foot to get better appearance (which increased the bid price of construction jobs) and quicker installation (which reduced total cost). Within two years, as all of Wiremolds product families were given the team treatment, sales for these very conventional products increased by more than 40 percent and gross margins soared. Starting over with a joint customer-producer dialogue on value paid a major dividend for Wiremold quite aside from savings in product development and production costs. While Wiremold and Doyle Wilson Homebuilder and every other firm needs to be searching for fundamentally new capabilities that will permit them to create value in unimagined dimensions, most firms can substantially boost sales immediately if they find a mechanism for rethinking the value of their core products to their customers. Define Value in Terms of the Whole Product Details ISBN0743249275 Author Daniel T. Jones Short Title LEAN THINKING Pages 400 Publisher Free Press Language English ISBN-10 0743249275 ISBN-13 9780743249270 Media Book Format Hardcover DEWEY 658 Illustrations Yes Year 2003 Publication Date 2003-01-31 Edition 2nd Imprint Productivity Press Residence Brookline, MA, US Subtitle Banish Waste and Create Wealth in Your Corporation, Revised and Updated Country of Publication United States Affiliation Lean Enterprise Institute DOI 10.1604/9780743249270 Audience General/Trade UK Release Date 2003-06-01 We've got this At The Nile, if you're looking for it, we've got it. With fast shipping, low prices, friendly service and well over a million items - you're bound to find what you want, at a price you'll love! TheNile_Item_ID:76622571;
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Book Title: Lean Thinking: Banish Waste and Create Wealth in Your Corporation
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