 | By: James P. Womack Daniel T. Jones Binding: Hardcover Publisher: Free Press ISBN: 0743249275 ISBN-13: 9780743249270 Released: 19 Jun 2003 RRP: Average Rating:  |
Briefly, how do Womack & Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more & more with less & less -- less human effort, less equipment, less time, & less space -- while coming closer & closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challlenge, according to Womack & Jones, is to convert muda into real, quantifiable value & the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:
1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?
2. How can these principles be applied most effectively in real businesses, regardless of size or nature?
3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, & errors"?
In Part IV, Womack & Jones update the continuing advance of of lean thinking. They rack the trend in inventory turns & the progress of their profiled companies. Also of special interest to me was the discussion of what Womack & Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives & thereby "to raise consciousness about value & its components, leading to action."
Obviously, even if everyone involved within a given organization is committed to lean thinking, to creating value while (and by) eliminating waste, the process requires specific strategies & tactics to succeed. Hence the importance of the last chapter in this book., "Institutionalizing the Revolution." I presume to suggest that the process of lean thinking never ends. Inevitably, success creates abundance; abundance often permits waste. I also presume to suggest that priorities must first be set so that the implementation of lean thinking process does not inadvertently create or neglect waste in areas which influence the creation of value for customers.
Although highly readable, this is not an "easy read" because it requires rigorous thinking about what is most important to a given organization, rigorous thinking about the root causes (rather than the symptoms) of that organization's problems, & rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack & Jones share, I strongly recommend that decision-makers read & then re-read this book before getting together to exchange reactions to it. Out of that discussion, I hope, will come both a collective commitment to lean thinking & the personal determination of each executive to apply what she or he has learned from this book in operational areas where waste has most diminished value.
One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants & converted them into lean operations. I know of no other set of case histories half as useful on this subject.
The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" & so forth. As a follow-up, I suggest that the authors team with those who have done this work & write a hands-on guide. Much more benefit will follow.
If you are interested in understanding how a new business model of how to provide your products and/or services might work & what the benefits might be, Lean Thinking is a good place to start. Most executives & operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.
Based on my many years of experience with improving business processes, you will actuallly need to go visit some of the companies cited to fully understand the issues & what must be done. I know that visits to Pratt & Whitney can be arranged & are very insightful. You might try to start with that one.
One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive & constructive way. Stay open to that possibility as you read the cases. They basicallly alll use command & control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work & The Living Company to create these kinds of results. Keep that in mind.
I recommend that everyone who uses batch & sequential operation methods read this book. It will open your eyes to great potential to grow faster & more profitably.
The major thing I found that helped me to read this book is that they are writing this book as some god consultant that tells how he single-handedly corrected a company as their alll knowing alll & seeing consultant. They took several industries & companies that there is no vested interest in & explain with realistic diagrams, how lean thinking differs from most traditional concepts & procedures.
The only thing I found disturbing was how they make the existing systems seem more complex than they are (The creation of soda cans from bauxite to bottler) & simplified the recycling procedure The point they are making is clear, It is just the way they show the examples that are skewed. It is like trying to sell a microwave egg cooker & telling you that this way the bacon grease will not splatter on your naked body. So who cooks eggs naked? And what if you still want bacon?
They describe that lean thinking is not just, an other form of existing systems, as MRP or JIT. I only wish they did not try to use so many Japanese words when the English ones work just fine.
Ignoring my quirks, this book is up to date & maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.
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