James P. Womack

Daniel T. Jones

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. 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.

Banish Waste and Create Wealth in Your Corporation, Revised and Updated

Lean Thinking

Daniel Roos

The Story of Lean Production-- Toyota's Secret Weapon in the Global Car Wars That Is Now Revolutionizing World Industry

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 from development and production to sales and service. Reprint. 25,000 first printing.

Nesime Aras

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Yalın düşünce

Cuando La máquina que cambió el mundo se publicó por primera vez, el tamaño de Toyota era la mitad del de General Motors. En la actualidad, Toyota ha superado a GM como el mayor fabricante de automóviles del mundo y es la empresa global de mayor éxito sostenido a lo largo de los últimos cincuenta años. Este clásico de la gestión empresarial fue el primer libro que sacó a la luz el sistema de producción lean de Toyota, que es la base de su éxito duradero. Reeditado actualmente con nuevos prólogo y epílogo, La máquina que cambió el mundo contrapone dos sistemas de negocio radicalmente diferentes: producción lean versus producción en masa, dos formas de pensar muy diferentes acerca del modo en que los seres humanos colaboran para crear valor. Basado en el mayor y más completo estudio jamás emprendido hasta entonces en cualquier sector –el International Motor Vehicle Program del MIT (Massachusetts Institute of Technology) que se realizó a lo largo de cinco años y abarcó a catorce países– este libro describe la totalidad del sistema de gestión de producción lean.

La historia de la Produccion Lean, el arma secreta de Toyota que revolucióno la industria mundial del automóvil.

La máquina que cambió el mundo

Stating that gaps in consumer knowledge are keeping companies from achieving ideal sales figures, a revision of the "producer-to-consumer" model defines the principles of "lean consumption" while demonstrating to companies the necessity of including such services as installation, repair, and upgrades. 50,000 first printing.

How Companies and Customers Can Create Value and Wealth Together

Lean Solutions

When James Womack, Daniel Jones, and Daniel Roos wrote THE MACHINE THAT CHANGED THE WORLD in 1990, Japanese automakers, and Toyota in particular, were making a strong showing by applying the principles of lean production. However, the full power of lean principles was unproven, and they had not been applied outside of the auto industry. Today, the power of lean production has been conclusively proved by Toyota's unparalleled success, and the concepts have been widely applied in many industries. Based on MIT's pioneering global study of industrial competition, THE MACHINE THAT CHANGED THE WORLD offers a groundbreaking analysis of the entire lean business system, including product development, supplier management, sales, service, and production - an analysis even more relevant today as GM and Ford struggle to survive and a wide range of British abd American companies embrace lean production. A new Foreword by the authors brings the story up to date and details how their predictions were right. As a result, this reissue of a classic is as insightful and instructive today as when it was first published.

The Machine that Changed the World

A vent’anni dalla sua pubblicazione Lean Thinking rimane un libro straordinariamente vivo e attuale, uno dei pochissimi long seller della letteratura manageriale globale. In esso i cardini dell’approccio lean hanno trovato la formulazione più limpida, certamente la più fortunata, segnando la strada per la sua applicazione in qualsiasi settore industriale così come nei servizi. Il pensiero snello aiuta a definire precisamente il valore dei singoli prodotti, a identificare il flusso di valore, a far sì che questo flusso scorra senza interruzioni e il cliente “tiri” il valore dal produttore e a perseguire, infine, la perfezione attraverso il miglioramento continuo. Questi principi hanno dato vita nel tempo ad una ricca e consolidata cassetta degli attrezzi, oggi lo stato dell’arte per chiunque voglia migliorare processi esistenti o disegnarne di nuovi, e hanno trovato un nuovo e inaspettato impulso nella cultura dell’innovazione che l’economia digitale ha generato. Ma per tornare al gemba, al luogo in cui si produce valore, occorre passare ancora da questo libro e dalle sfide in esso tracciate.

Lean Thinking. Come creare valore e bandire gli sprechi

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.

Lean Thinking, 1st Ed.

Operasyon mükemmelliğini değere dayalı stratejilerle birleştiren Yalın Model çok çeşitli ekonomik koşullarda ve bütün sektörlerde sürekli büyüme sağlar. Bugün açık arayla dünyanın en büyük otomobil imalatçısı haline gelmiş olan Toyota'nın üretim sisteminin analizinden çıkarılan Yalın Model her düzeyden iş liderlerine ışık tutuyor. Yalın Düşünce sizi şu soruları yanıtlamaya yöneltir: • Müşterinin gerçekten talep ettiği değer nedir? • Değer yaratan faaliyetler hangileridir? • Değer yaratmayanları nasıl tasfiye edersiniz? • Akışı müşterinin çekmesine göre nasıl düzenleyebilirsiniz? • İyileştirme çevrimini nasıl harekete geçirirsiniz? • Ve bütün bu soruların yanıtlarını kendi işletmenizde nasıl hayata geçirebilirsiniz? Yalın Düşünce yöneticiler için yeni bir yönetim programı değildir. Tam tersine, okura yeni bir düşünme ve varoluş, en önemlisi eylem modeli sunmaktadır-dünyayı değiştiren bir model.

Yalın Düşünce

A massive disconnect exists today between consumers and providers. As consumers, we have a greater selection of higher quality goods and services to choose from, yet our experience of obtaining and using these items is more frustrating than ever. At the same time, companies find themselves with declining customer loyalty, greater challenges in fulfilling orders, and a general sense of dissatisfaction in connecting with their customers. In LEAN SOLUTIONS, lean production experts Womack and Jones show consumers and companies alike how they can align their goals to achieve greater value with less waste.

As consumers, we have a greater selection of higher quality goods & services to choose from, yet our experience of obtaining & using these items is more frustrating than ever. At the same time, companies find themselves with declining customer loyalty & greater challenges in fulfilling orders. This text offers solutions to these problems.

Daniel T. Jones

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