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Authors: Daniel T. Jones, James P. Womack
The authors begin by summarizing the five inherent principles in any lean
system:
Correctly specify value so you are providing what the customer actually
wants
Identify the value stream for each product
family and remove the wasted steps that don't create value but do create
muda (waste)
Make the remaining value-creating steps flow continuously to drastically
shorten throughput times
Allow the customer to pull value from your rapid-response value streams as
needed (rather than pushing products toward the customer on the basis of
forecasts)
Never relax until you reach perfection, which is the delivery of pure value
instantaneously with zero muda. (The first part of Lean Thinking devotes a
chapter to each of these principles.)
In the second part, the authors describe in detail how managers in a wide
range of companies and industries - small, medium and large, North American,
European, and Japanese - transformed their business by applying the
principles of lean thinking. Chapters are devoted to Pratt & Whitney,
Wiremold and Lantech in North America, Porsche in Germany, and Showa
Manufacturing in Japan.
Based on these cases and many others as well, the authors summarize in the
last part of Lean Thinking the necessary steps in the necessary sequence to
apply lean thinking successfully in your business. They pay special
attention to the need to map product-family value streams at the outset in
order to identify the most important areas for improvement and to avoid
wasted effort on activities that may be technically challenging but which
are of little importance to your business.
ORDER CODE: PP249275
BOOK
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