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Lean Thinking, 2nd Ed.

Banish Waste and Create Wealth in Your Corporation

James P. Womack, Daniel T. Jones

Publisher: Free Press, 2003 , 396 pages

ISBN: 0-7432-4927-5

Keywords: Lean


Toggle Synopsis

James P. Womack and Daniel T. Jones's classic book Lean Thinking has sold in the hundreds of thousands in a dozen countries. Today, nearly seven years after the publication of the first edition — and given ample evidence that businesspeople are finding the book increasingly relevant — it is clearer than ever that lean thinking is the single most powerful tool available for creating value while eliminating waste in any organization. As economies have gyrated, stock markets have crashed, and the poster companies of the 1990s have flown a ballistic trajectory, the lean exemplars profiled in the book — led by Toyota — have continued their methodical march from success to success by creating truly sustainable value for their customers, their employees, and their owners.  In this revised and updated edition, Womack and Jones now bring the story of the continuing advance of lean thinking up-to-date, and also share a range of new tools aimed at the successful application of lean thinking.

Table of Contents:

Toggle Table of Contents

    • Preface to the 2003 Edition
    • Preface to the First Edition: From Lean Production to Lean Enterprise
    • Introduction: Lean Thinking versus Muda
    1. Value
    2. The Value Stream
    3. Flow
    4. Pull
    5. Perfection
    1. The Simple Case
    2. A Harder Case
    3. The Acid Test
    4. Lean Thinking versus German Technik
    5. Mighty Toyota; Tiny Showa
    6. An Action Plan
    1. A Channel for the Stream; a Valley for the Channel
    2. Dreaming About Perfection
    1. The Steady Advance of Lean Thinking
    2. Institutionalizing the Revolution
    • Afterword: The Lean Network
    • Appendix: Individuals and Organizations Who Helped


Lean Thinking

by Roland Buresund last modified 2010-05-19 19:50

Rating: ** (Bad)

Sigh. Boring, full of stories without any discernable point. The funny point are stuff like: "demand immediate results" which isn't what a consultant trying to implement Lean into an organisation wants to preach (they usually talk about "... 5 years before we begin to detect visible changes to the bottom line...").

Anyway, it can be read as an overview of lean thinking, but it is very boringly written, not very well researched (except anecdotal) and very few (if any) real practical advice.

You may miss it without any sorrow, but may need to read it to be able to say that you have read it...


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