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
Anhand von fünf Grundprinzipien des Lean Thinking führen die beiden Management-Experten vor, wie schlankes Denken und schlanke Organisation praktisch anwendbar sind.
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.
In this text, the authors show consumers and companies alike how they can align their goals to achieve greater value with less waste.
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.
How Companies and Customers Can Create Value and Wealth Together
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.
