Lean thinking : banish waste and create wealth in your corporation / James P. Womack and Daniel T. Jones.
Material type: TextPublication details: London ; New York : Simon & Schuster, c2003.Edition: Rev. and updatedDescription: 396 p. : ill. ; 24 cmISBN:- 9780743231640 (pbk.)
- 0743231643 (pbk.)
- 658 WOM
Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
---|---|---|---|---|---|---|---|
Standard Loan | Moylish Library Main Collection | 658 WOM (Browse shelf(Opens below)) | 1 | Available | 39002100650887 |
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Enhanced descriptions from Syndetics:
Lean 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.
Includes bibliographical references (p. [355]-378) and index.
In the search for ever greater profits & efficiency, downsizing and re-engineering are inadequate. The authors maintain that Lean Thinking can improve a company through a series of simple ideas and a new concept of the meaning of value.
Table of contents provided by Syndetics
- Contents
- Preface to the 2003 Edition
- Preface to the First Edition: From Lean Production to Lean Enterprise
- Part I Lean Principles
- Introduction: Lean Thinking versus Muda
- 1 Value
- 2 The Value Stream
- 3 Flow
- 4 Pull
- 5 Perfection
- Part II: From Thinking to Action: The Lean Leap
- 6 The Simple Case
- 7 A Harder Case
- 8 The Acid Test
- 9 Lean Thinking versus German Technik
- 10 Mighty Toyota; Tiny Showa
- 11 An Action Plan
- Part III Lean Enterprise
- 12 A Channel for the Stream; a Valley for the Channel
- 13 Dreaming About Perfection
- Part IV Epilogue
- 14 The Steady Advance of Lean Thinking
- 15 Institutionalizing the Revolution
- Afterword: The Lean Network
- Appendix Individuals and Organizations Who Helped
- Glossary
- Notes
- Bibliography
- Index
Excerpt provided by Syndetics
Author notes provided by Syndetics
James P. Womack is the president and founder of the Lean Enterprise Institute (www.lean.org), a nonprofit education and research organization based in Brookline, Massachusetts.Daniel T. Jones is the chairman and founder of the Lean Enterprise Academy (www.leanuk.org), a nonprofit education and research organization based in the UK.