James P. Womack, Daniel T. Jones Lean Thinking : Banish Waste and Create Wealth in Your Corporation, Revised and Updated
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James P. Womack, Daniel T. Jones "Lean Thinking : Banish Waste and Create Wealth in Your Corporation, Revised and Updated" (2003)
Expanded, updated, and more relevant than ever, this bestselling business (ключ слово business) classic by two internationally renowned management analysts describes a business system (ключ слово system) for the twenty-first century that supersedes the mass product (ключ слово product)ion system of Ford, the financial control system of Sloan, and the strategic system of Welch and GE. It is based (смотрите based) on the Toyota (lean) model, which combines operational excellence with value (ключ слово value)-based strategies to produce steady (смотрите steady) growth through (ключ слово through) a wide range (в другом описании range) of economic conditions. In contrast with the crash-and-burn performance of companies (в другом описании companies) trumpeted by business gurus in the 1990s, the firms (firms в других книгах) profiled in Lean Thinking (ключ слово Thinking) (смотрите thinking) - from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney - have kept on keeping on, largely unnoticed, along (смотрите 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 (ключ слово industry) in this decade. Instead (смотрите Instead) of constantly reinventing business models, lean thinker (ключ слово thinker)s go back to basics by asking what the customer (смотрите 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 (ключ слово 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 (в другом описании 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 (тег their) firm. Part II provides a step-by-step action (action в других книгах) plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world (смотрите 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 (в другом описании 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.
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