Lean Thinking: Banish Waste And Create Wealth In Your CorporationLean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition. |
Contents
From Lean Production to Lean Enterprise | |
LEAN PRINCIPLES | |
Lean Thinking versus Muda | |
Value | |
The Value Stream | |
Flow | |
Pull | |
Perfection | |
Lean Thinking versus German Technik | |
Mighty Toyota Tiny Showa | |
LEAN ENTERPRISE | |
A Channel for the Stream a Valley for the Channel 13 Dreaming About Perfection | |
EPILOGUE | |
The Steady Advance of Lean Thinking | |
Institutionalizing the Revolution | |
The Lean Network | |
FROM THINKING TO ACTION THE LEAN LEAP | |
The Simple Case | |
A Harder Case | |
The Acid Test | |
Notes | |
Common terms and phrases
activities aircraft airline Art Byrne batchandqueue batches blade Bumper cell change agent Chapter cola complete continuous flow cost create dealers Department dramatically eliminate employees engine example final assembly firm’s firms functions German improvement industry inventories Japan Japanese jet engine kaizen Lantech lean enterprise lean principles lean production lean techniques lean thinking machines manufacturing mass production massive move muda needed Ohno operations ordertaking organization percent performance physical production plant Porsche Pratt & Whitney problem product development product family product teams production system profits pull raw materials reduced rethink scheduling sensei Shigeo Shingo Showa shown in Figure simple singlepiece flow skills step suppliers Taiichi Ohno takt task technologies Tesco Toyota group Toyota Motor Corporation Toyota Production System Unipart value stream VALUE STREAM MAP vehicle warehouse What’s Wiedeking Wiremold workers workforce