Lean Management Books by James P. Womack

  Lean Management Books by James P. Womack

Books in list (7)


Title: Lean Thinking: Banish Waste and Create Wealth in Your Corporation

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.

Womack and Jones, the authors of The Machine That Changed the World and creators of the "lean enterprise" theory, take leanness to the next step with a focus on what the customer really wants, not what it is possible to get him to accept. This is the management book for the next business generation.

Author(s): James P. Womack
ISBN 13: 9780743249270
Pages: 400
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Title: The Machine that Changed the World

Documents the evolution and application of "lean production" principles within the automobile industry, drawing on an MIT global study of industrial competition while documenting how Toyota implemented the lean business system at all stages ...
Author(s): James P. Womack;Daniel T. Jones;Daniel Roos
ISBN 13: 9780743299794
Pages: 336
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Title: Gemba Walks Expanded 2nd Edition

In 12 new essays, ranging from the provocative to the practical and written specially for the second edition of Gemba Walks author and management expert Jim Womack reflects on the past 30 years of lean, and assesses the current state of lean today. He also shares thoughts on how lean thinking and practice can continue to make the world a better place by gaining traction in areas such as government and healthcare, provides practical guidance for how leaders everywhere can realize the full benefits of a lean management system, and shares hope for continued improvement on the path to better work and more value. Over the past 30 years, Womack has developed a method of going to visit the gemba at countless companies and keenly observing how people work together to create value. He has shared his thoughts and discoveries from these visits with the lean community through a monthly letter. With Gemba Walks second edition, Womack has selected and re-organized his key letters, as well as written 12 new essays. Gemba Walks shares his insights on topics ranging from the application of specific tools, to the role of management in sustaining lean, as well as the long-term prospects for this fundamental new way of creating value. Reading this book will reveal to readers a range of lean principles, as well as the basis for the critical lean practice of: go see, ask why, and show respect. Womack explains: whatever happened to Toyota and what happens next to lean? how lean got its name 25 years ago; a special essay co-authored by Jim and John Krafcik, president and CEO, Hyundai Motors America work, management, and leadership -- what is the real work of the lean leader? don't offshore or reshore -leanshore why companies need fewer heroes and more farmers (who work daily to improve the processes and systems needed for perfect work and who take the time and effort to produce long-term improvement) how "good" people who work in "bad" processes become as "bad" as the process itself how the real practice of showing respect comes down to helping workers frame and solve their own problems how the short-term gains from lean tools can be translated to enduring change from lean management. how the lean manager has a "restless desire to continually rethink the organization's problems, probe their root causes, and lead experiments to test the best currently known countermeasures" By sharing his personal path of discovery, Womack sheds new light on the continued adoption and development of the most important new business system of the past fifty years. His journey will provide courage and inspiration for every lean practitioner today.
Author(s): James P Womack
ISBN 13: 9781934109380
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