04092cam a2200433 i 4500 1/52445 960521s1996 nyua b 001 0 eng 96009140 0684810352 9780684810355 (OCoLC)34798036 (OCoLC)ocm34798036 DLC eng rda DLC SQU NLGGC BTCTA YDXCP VP@ TJX OCLCQ TULIB DEBSZ OCLCQ OCLCF I8M IBO OCLCQ CSA CTB CSJ OCLCO DHA EGM OCLCQ OCLCO YBM BDP IEUOL OCLCO OCLCA HD58.9 .W659 1996 HD58.9 W65 HD 58.9 W659 1996 658 20 85.10 bcl Womack, James P. Lean thinking : banish waste and create wealth in your corporation / James P. Womack and Daniel T. Jones. ©1996 New York, NY : Simon & Schuster, [1996] 350 pages : illustrations ; 24 cm After a decade of downsizing and reengineering, most companies in North America, Europe, and Japan are still stuck, searching for a formula for sustainable growth and success. The problem, as Womack and Jones explain in Lean Thinking, is that managers have lost sight of value for the customer and how to create it. By focusing on their existing organizations and outdated definitions of value, managers create waste, and the economies of the advanced countries continue to stagnate. What's needed instead is lean thinking to help managers clearly specify value, to line up all the value-creating activities for a specific product along a value stream, and to make value flow smoothly at the pull of the customer in pursuit of perfection. The first part of the book describes each of these concepts and makes them come alive with striking examples. As Lean Thinking clearly demonstrates, these simple ideas can breathe new life into any company in any industry, routinely doubling both productivity and sales while stabilizing employment. But most managers will 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 fifty lean companies in a wide range of industries across the world - including Pratt & Whitney, Porsche, and Toyota. Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating a lean enterprise for each of their product families that tightly links all value-creating activities from concept to product launch, from order to delivery, and from raw materials into the arms of the consumer. This new concept takes the best features from the American, German, and Japanese industrial traditions and recombines them in a way that can be applied to every economic activity, from long distance travel to construction to health care. Includes bibliographical references (pages 333-334) and index. Preface: from lean production to lean enterprise -- pt. 1. Lean principles -- Introduction: lean thinking versus muda -- Value -- The value stream -- Flow -- Pull -- Perfection -- pt. 2. From thinking to action: the lean leap -- The simple case -- A harder case -- The acid test -- Lean thinking versus German technik -- Mighty Toyota; tiny showa -- An action plan -- pt. 3. Lean enterprise -- A channel for the stream; a valley for the channel -- Dreaming about perfection -- Afterword: the lean network -- Appendix: individuals and organizations who helped -- Glossary -- Notes. -- Index. Organizational effectiveness. Industrial efficiency. Value added. Industrial efficiency fast Organizational effectiveness fast Efficiency, Organizational. Industry organization & administration. Organizational Culture. Cost Control. Lean manufacturing. Jones, Daniel T. Online version: Womack, James P. Lean thinking. New York, NY : Simon & Schuster, 1996 (OCoLC)749170794 GEORGE