James P. Womack Bücher

AuszugDie zweite Revolution in der Autoindustrie ist das anerkannte Standardwerk zur schlanken Produktion. »Lean Production« hat inzwischen auch bei vielen europäischen Unternehmen die Produk- tivität verdoppelt, Qualität verbessert und gleichzeitig Kosten gesenkt. Sie verändert über die Autoindustrie hinaus praktisch jede Industrie. »Ein spannend zu lesendes Buch, das mit vielen liebgewonnenen Vorurteilen aufräumt und nicht nur für die Automobilindustrie wegweisend ist.« Bilanz

»Lean Production« hat seit der Veröffentlichung von Die zweite Revolution in der Autoindustrie die Wirtschaftsdiskussion geprägt. In den letzten fünf Jahren wurde das Buch in elf Sprachen über vierhunderttausendmal verkauft. Das neue Werk der Bestsellerautoren Womack und Jones zielt darauf ab, diese »Revolution« auf alle Unternehmensbereiche und verschiedene Industrien auszudehnen, um den Weg zum perfekten Unternehmen zu ebnen. In einer vierjährigen Untersuchung von fünfzig Unternehmen aus unterschiedlichen Branchen haben die Autoren grundlegende Fragen zur »Lean Production« beantwortet: Warum ist dieses Konzept sinnvoll? Welche Grundprinzipien sind universell anwendbar? Welche konkreten Schritte sind erforderlich, und welche Konsequenzen ergeben sich daraus? Das Buch bietet sowohl eine theoretische Begründung des innovativen Konzepts als auch eine praktische Handlungsanleitung für verschiedene Bereiche der Unternehmensführung, wie Produktion, Organisation und Wertschöpfung. Es wird zu einem umfassenden Standardwerk, das zeigt, wie Unternehmen verschlankt werden können, um Kosten zu sparen und gleichzeitig die Wertschöpfung zu steigern. Der Leser ist eingeladen, den Ratschlägen der Autoren zu folgen und deren Erkenntnisse in die Praxis umzusetzen: »Just do it!«

This third collection from award-winning poet and translator James Womack is a long poem remaking the Elegies of the 'last Roman poet' Maximianus, boldly exploring sex and old age.

This volume carefully traces the rise of the Toyota system from its take-off point in Ford's mass production system to its spread across the world, starting with the NUMMI joint venture with General Motors in California and now advancing in Europe, Latin America, and East Asia as well. It then identifies and describes the advantages of this system, which needs less of everything including time, human effort, inventories, and investment to produce products with fewer defects in smaller volumes at lower costs for fragmenting markets. The Machine That Changed the World even gave the system its name: lean. In the decade since its launch in the fall of 1990, The Machine That Changed the World has sold more than 600,000 copies in 11 languages and has introduced a whole generation of managers and engineers to lean thinking. No lean library is complete without this groundbreaking book. "The fundamentals of this system are applicable to every industry across the globea[and] will have a profound effect on human society. It will truly change the world." - New York Times Paperback / 1990 / 323 pages

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.

In this text, the authors show consumers and companies alike how they can align their goals to achieve greater value with less waste.

The life of lean revolves around experiments, with authority stemming from real-world observations at the gemba, rather than rigid interpretations of doctrine. Jim Womack emphasizes that lean is a daily practice of experimentation and knowledge accumulation. Over three decades, he has visited numerous companies to observe how teams create value, sharing his insights with the Lean Community through a monthly letter. In Gemba Walks, he compiles and reorganizes these letters, adding new material for context. The book explores various lean principles and the essential practice of "go see, ask why, and show respect." Womack discusses the need for organizations to prioritize continuous improvement over heroics, explaining how "good" employees can become ineffective in flawed processes. He highlights the importance of empowering workers to identify and solve their own issues, and how short-term lean tool gains can lead to lasting change through effective management. Furthermore, he describes the lean manager's role as one of relentless inquiry into organizational challenges, probing root causes, and leading experiments to identify effective solutions. Womack's personal journey of discovery offers valuable insights into the transformative potential of lean practices.

This collection thinks about two main things: the efforts we make as individuals to find some form of connection between ourselves, and the efforts we make as a group to connect to the environment we live in.

To remain competitive, leaders must engage all employees to apply lean principles effectively. Strategy deployment, known as hoshin kanri at Toyota, is a proven method for achieving this goal. In his book, Pascal Dennis details the essentials of strategy deployment, addressing two critical questions: What planning system inspires meaningful company-wide continuous improvement? How can we shift mental models that hinder a culture of continuous improvement? The narrative follows a company and its President and COO, an experienced lean leader brought in to guide Atlas. Although Atlas had implemented basic lean principles, it struggled to connect people with business processes for significant improvement. The introduction of strategy deployment provided a framework to align efforts and direct tools effectively. The book offers insights into key components of strategy deployment, including defining the company's “True North,” utilizing the PDCA cycle, achieving consensus through “catch-ball,” and embracing A3 thinking. It emphasizes that lean tools, such as value-stream maps, kaizen events, and 5S, serve as means to an end rather than goals themselves. Ultimately, it illustrates how leaders can leverage strategy deployment to unlock the full potential of Lean within their organizations.