Lean Thinking, 1st Ed.Taylor & Francis, 1996 - 350 pagina's 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 By focusing on their existing organizations and outdated definitions of value, managers create waste, and the economies of the advanced countries continue to stagnate.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 theAmerican, 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. |
Inhoudsopgave
From Lean Production to Lean Enterprise | 9 |
Lean Thinking versus Muda | 15 |
FROM THINKING TO ACTION THE LEAN LEAP | 99 |
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activities aircraft airline Art Byrne batch-and-queue batches blade Bumper cell change agent cola complete continuous flow cost create dealers Department dramatically eliminate employees engine example final assembly firms functions German improvement industry inventories Japan Japanese jet engine kaizen Lantech lean enterprise lean principles lean production lean techniques lean thinking machines managers manufacturing massive ment move muda needed Ohno operations order-taking organization percent performance physical production plant poka-yoke Porsche Pratt & Whitney problem product development product family product team profits pull raw materials reduced rethink scheduling Shigeo Shingo shipped Showa simple single-piece flow skills specific product step storage suppliers Taiichi Ohno takt task technologies Tesco tion Toyota group Toyota Motor Toyota Motor Corporation Toyota Production System typical value stream value stream map warehouse What's Wiedeking Wiremold workers workforce