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Lean Thinking: Banish Waste and Create Wealth in Your Corporation
In the revised and updated edition of Lean Thinking: Banish Waste and Create Wealth in Your Corporation, authors James P. Womack and Daniel T. Jones provide a thoughtful expansion upon their value-based business system based on the Toyota model. Along the way they update their action plan in light of new research and the increasing globalization of manufacturing, and they revisit some of their key case studies (most of which still derive, however, from the automotive, aerospace, and other manufacturing industries).
The core of the lean model remains the same in the new edition. All businesses must define the "value" that they produce as the product that best suits customer needs. The leaders must then identify and clarify the "value stream," the nexus of actions to bring the product through problems solving, information management, and physical transformation tasks. Next, "lean enterprise" lines up suppliers with this value stream. "Flow" traces the product across departments. "Pull" then activates the flow as the business re-orients towards the pull of the customer's needs. Finally, with the company reengineered towards its core value in a flow process, the business re-orients towards "perfection," rooting out all the remaining muda (Japanese for "waste") in the system.
Despite the authors' claims to "actionable principles for creating lasting value in any business during any business conditions," the lean model is not demonstrated with broad applications in the service or retail industries. But those manager's whose needs resonate with those described in the Lean Thinking case studies will find a host of practical guidelines for streamlining their processes and achieving manufacturing efficiencies. --Patrick O'Kelley
384 pages, Paperback
First published September 1, 1996
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April 11, 2019
Eh. I agree with the principles of lean thinking, but overall I found this book to be really boring.
August 9, 2009
Lean is a specific management technique to make an organization more efficient (and a private sector company more profitable). This book is a well written introduction to the subject. The authors, James Womack and Daniel Jones, provide lots of examples to illustrate their basic points. Thus, this is a very useful introduction to the subject, for those of us who are not experts on this matter.
To start at the beginning. . . . The enemy is "Muda," a Japanese word that means "waste," in all of its manifestations. Lean is an approach to reducing Muda. Pie in the sky? Toyota is one of the pioneers in this movement, and it is now the # 1 automaker in the world--so, maybe, we ought to pay some attention to the concept. As the authors note (Page 15): ". . .Muda is everywhere." And the antidote to muda is lean.
The Introduction itself does a nice job of laying out the key concepts of Lean. Then, each part of the book builds on that foundation. Key points: (1) Value. Value is defined by the ultimate customer. The problem? Corporations and other organizations often think that they know best and do not really understand what the end user wishes as value. As the authors note (Page 19): "Lean thinking therefore must start with a conscious attempt to precisely define value in terms of specific products with specific capabilities offered at specific prices through as dialogue with specific customers." (2) The Value Stream. This is the actions needed to bring (Page 19) ". . .a specific product (whether a good or a service. . .) through the three critical management tasks of any business." (3) Flow. Outline the step-by-step process by which goods and services are delivered and identify muda, so that waste can be reduced/eliminated. (4) Pull. Develop a process such that customers pull the product from the source/supplier. (5) Perfection. Keep working on improving the product/output, by incremental changes leading to further reduction of muda.
Examples abound. Think of the miserable experience these days of flying from place to another. Muda is everywhere (see the discussion on pages 32-35).
Part I lays out the lean principles in much more detail (Value through Perfection, steps 1 through 5 already summarized). Part II explores lean in more detail (including comparing lean versus the German approach). And so on.
Want to know about lean? This is a pretty good introduction, as far as I can tell, for a lay audience. I'm not an expert, but I think that I have learned quite a bit of value from reading this work.
To start at the beginning. . . . The enemy is "Muda," a Japanese word that means "waste," in all of its manifestations. Lean is an approach to reducing Muda. Pie in the sky? Toyota is one of the pioneers in this movement, and it is now the # 1 automaker in the world--so, maybe, we ought to pay some attention to the concept. As the authors note (Page 15): ". . .Muda is everywhere." And the antidote to muda is lean.
The Introduction itself does a nice job of laying out the key concepts of Lean. Then, each part of the book builds on that foundation. Key points: (1) Value. Value is defined by the ultimate customer. The problem? Corporations and other organizations often think that they know best and do not really understand what the end user wishes as value. As the authors note (Page 19): "Lean thinking therefore must start with a conscious attempt to precisely define value in terms of specific products with specific capabilities offered at specific prices through as dialogue with specific customers." (2) The Value Stream. This is the actions needed to bring (Page 19) ". . .a specific product (whether a good or a service. . .) through the three critical management tasks of any business." (3) Flow. Outline the step-by-step process by which goods and services are delivered and identify muda, so that waste can be reduced/eliminated. (4) Pull. Develop a process such that customers pull the product from the source/supplier. (5) Perfection. Keep working on improving the product/output, by incremental changes leading to further reduction of muda.
Examples abound. Think of the miserable experience these days of flying from place to another. Muda is everywhere (see the discussion on pages 32-35).
Part I lays out the lean principles in much more detail (Value through Perfection, steps 1 through 5 already summarized). Part II explores lean in more detail (including comparing lean versus the German approach). And so on.
Want to know about lean? This is a pretty good introduction, as far as I can tell, for a lay audience. I'm not an expert, but I think that I have learned quite a bit of value from reading this work.
January 27, 2024
Verhelderend en systematische uiteenzetting van 'Lean Thinking', aanrader voor iedereen in de logistiek.
February 9, 2017
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. This had been on my "to read" list for a long time. In retrospect, it was a waste to go back to a book on business originally written in 1996. Too much time has passed.
November 11, 2018
Fundamental read for anyone in the Agile or Lean industry. Although it is difficult to read and could have been written in a more user-friendly way, the ideas and experiences in this book are key.
October 2, 2025
I thought that since this was published later it would be more up-to-date on Lean (the process improvement idea), but instead it was just running through examples of *companies that used Lean concepts and improved... 2/5 for helpfulness tbh. It was still interesting but I wouldn't say it's a good place to start.
December 25, 2019
Kiedyś na Śląsku był taki kawał o Toyocie:
Prezydent Wałęsa mówi do narodu: "toyota Polska uratuja."
Jest dużo prawdy w tym kawale. Sposób zarządzania Toyoty, The Toyota Lean way -- Toyota Production System -- wpisał się na stałe w podręczniki o zarządzaniu i dzisiaj każda firma, instytucja chcąca osiągnąć sukces wiedząc lub nie wiedząc o tym, wdrażając metody Lean Management idzie śladem Toyoty.
"Muda" - to japońskie słowo wbiło mi sie tak mocno w świadomość po przeczytaniu tej książki, ze odkad przeczytałem tą książkę wszędzie widzę, dopatruję się "mudy". Czy to w supermarkecie, czy to w restauracji, czy to w Macdonaldzie (na przykład byłem pod wrażeniem Macdonalda w centrum handlowym Focus w Zielonej Gorze -- na przykładzie tego Macdonalda widać, ze ktoś od Lean Managementu zorganizował tą restauracje i zredukował "mudę" do minimum.)
Przy innej okazji miałem "przyjemność" wizyty w szpitalu gdzie metody Lean całkowicie były nieznane, mimo posiadania certyfikatu ISO przez szpital. "Muda" była obecna dosłownie wszędzie. Trzy razy byłem zmuszany do wypełnienia formularza, dwa razy musiałem okazywać kartę ubezpieczeniową, nie wspominając o tym, ze pielęgniarki i lekarka narzekały na brak odpowiedniego sprzętu. W toaletach brakowało papieru toaletowego i mydlą do mycia rąk. A propos, nie było to w Polsce, tylko na zachodzie Europy.
Toiichi Ono - szef Toyoty który upowszechnił metody Lean i zdefiniował "mudę" jest naprawdę ważną postacią w świecie biznesu, pionierem, wizjonerem, ale rownież praktykiem, pragmatykiem, od którego każdy z nas może sie dużo nauczyć.
Muda po japońsku oznacza marnotrastwo, cos co nie przynosi pożytku, wartości dla klienta.
Oto przykłady "mudy":
Nadprodukcja
Zapasy
Błędy i wady jakościowe
Oczekiwanie
Nadmierne przetwarzanie
Zbędny transport
Zbędny ruch
To co podziwiam w metodach opracowanych przez Taiichi Ono to, ze w likwidacje "mudy" musi być zaangażowany każdy w danej organizacji, kultura organizacji oparta jest na harmonicznej współpracy, pracownicy wręcz zachęcani są do kwestionowania wszystkiego, każdej czynności. Ten system może działać tylko wtedy, kiedy każdy pracownik na spokojnie w czynny sposób bierze udział w procesie ulepszania procesów, do tego stopnia, ze nie musi sie bać o miejsce pracy, ponieważ nawet w sytuacji, gdy ulepszenie procesu prowadzi do likwidacji danego miejsca pracy, firma od razu ma dla niego inne zadania, gdzie dalej może sie realizować.
Taka kultura organizacji jest trudna w realizacji. Na to pracuje sie latami. Świat nie jest idealny. Ale w prawdziwym świecie istnieją organizacje które w mistrzowski sposób wdrożyły metody Lean.
Ważna wiedza zawarta jest w tej książce.
Prezydent Wałęsa mówi do narodu: "toyota Polska uratuja."
Jest dużo prawdy w tym kawale. Sposób zarządzania Toyoty, The Toyota Lean way -- Toyota Production System -- wpisał się na stałe w podręczniki o zarządzaniu i dzisiaj każda firma, instytucja chcąca osiągnąć sukces wiedząc lub nie wiedząc o tym, wdrażając metody Lean Management idzie śladem Toyoty.
"Muda" - to japońskie słowo wbiło mi sie tak mocno w świadomość po przeczytaniu tej książki, ze odkad przeczytałem tą książkę wszędzie widzę, dopatruję się "mudy". Czy to w supermarkecie, czy to w restauracji, czy to w Macdonaldzie (na przykład byłem pod wrażeniem Macdonalda w centrum handlowym Focus w Zielonej Gorze -- na przykładzie tego Macdonalda widać, ze ktoś od Lean Managementu zorganizował tą restauracje i zredukował "mudę" do minimum.)
Przy innej okazji miałem "przyjemność" wizyty w szpitalu gdzie metody Lean całkowicie były nieznane, mimo posiadania certyfikatu ISO przez szpital. "Muda" była obecna dosłownie wszędzie. Trzy razy byłem zmuszany do wypełnienia formularza, dwa razy musiałem okazywać kartę ubezpieczeniową, nie wspominając o tym, ze pielęgniarki i lekarka narzekały na brak odpowiedniego sprzętu. W toaletach brakowało papieru toaletowego i mydlą do mycia rąk. A propos, nie było to w Polsce, tylko na zachodzie Europy.
Toiichi Ono - szef Toyoty który upowszechnił metody Lean i zdefiniował "mudę" jest naprawdę ważną postacią w świecie biznesu, pionierem, wizjonerem, ale rownież praktykiem, pragmatykiem, od którego każdy z nas może sie dużo nauczyć.
Muda po japońsku oznacza marnotrastwo, cos co nie przynosi pożytku, wartości dla klienta.
Oto przykłady "mudy":
Nadprodukcja
Zapasy
Błędy i wady jakościowe
Oczekiwanie
Nadmierne przetwarzanie
Zbędny transport
Zbędny ruch
To co podziwiam w metodach opracowanych przez Taiichi Ono to, ze w likwidacje "mudy" musi być zaangażowany każdy w danej organizacji, kultura organizacji oparta jest na harmonicznej współpracy, pracownicy wręcz zachęcani są do kwestionowania wszystkiego, każdej czynności. Ten system może działać tylko wtedy, kiedy każdy pracownik na spokojnie w czynny sposób bierze udział w procesie ulepszania procesów, do tego stopnia, ze nie musi sie bać o miejsce pracy, ponieważ nawet w sytuacji, gdy ulepszenie procesu prowadzi do likwidacji danego miejsca pracy, firma od razu ma dla niego inne zadania, gdzie dalej może sie realizować.
Taka kultura organizacji jest trudna w realizacji. Na to pracuje sie latami. Świat nie jest idealny. Ale w prawdziwym świecie istnieją organizacje które w mistrzowski sposób wdrożyły metody Lean.
Ważna wiedza zawarta jest w tej książce.
September 5, 2019
It’s hard for any Lean book to compare to “The Machine that Changed the World” But the detailed case studies from a range of companies differing in size, location, and industry make this an excellent companion to other books. The story of Porsche alone is fascinating.
May 13, 2025
i don’t read books for knowledge so that is why i did not enjoy it
October 15, 2025
A good introduction to Lean!
January 24, 2022
The quintessential text on how to apply the Toyota production system to your facility!
Lean Thinking was one of the first texts I read when I started my lean journey in 2004. The five guiding principles to creating a Lean Enterprise where groundbreaking. I remember reading this book initially and being so excited about applying what I learned. I quickly realized the company I was with saw lean as a problem-solving tool only. They did not embrace the core principles taught by the authors. For many years I began to think that what the authors discussed was a pipe dream. It wasn't until 2017 that I began working with a company that fully embraced all five principles.
The company I am working for recruited the lean mentor that was part of the Freudenberg lean conversion discussed at length throughout the book. He brought with him the passion for not just one of the five guiding principles but all five.
It took 13 years, but I finally I am able to see the results of what the authors recommend!
If I had a couple recommendations for the authors I would like an unabridged audio version of this book done with professional voice actors. as much as I respect Dr. Womack and his contributions to the lean community, the audio version is much like a classroom dissertation and it's hard to stay focused.
I would also love to see The Machine That Changed the World in an audio format.
Lean Thinking was one of the first texts I read when I started my lean journey in 2004. The five guiding principles to creating a Lean Enterprise where groundbreaking. I remember reading this book initially and being so excited about applying what I learned. I quickly realized the company I was with saw lean as a problem-solving tool only. They did not embrace the core principles taught by the authors. For many years I began to think that what the authors discussed was a pipe dream. It wasn't until 2017 that I began working with a company that fully embraced all five principles.
The company I am working for recruited the lean mentor that was part of the Freudenberg lean conversion discussed at length throughout the book. He brought with him the passion for not just one of the five guiding principles but all five.
It took 13 years, but I finally I am able to see the results of what the authors recommend!
If I had a couple recommendations for the authors I would like an unabridged audio version of this book done with professional voice actors. as much as I respect Dr. Womack and his contributions to the lean community, the audio version is much like a classroom dissertation and it's hard to stay focused.
I would also love to see The Machine That Changed the World in an audio format.
January 18, 2010
I enjoyed the better insight into the manufacturing transformation which I witnessed in the 90's: the introduction of U shaped manufacturing cells, the emphasis on the concepts: value, flow and pull and the identification of huge automated manufacturing monstrosities as monuments.
Some of the competitive advantage of the Japanese was identified, but I was also left with questions: Denso for instance in my experience was never portrayed as a competitor on price, so if Denso had huge cost advantages they never leveraged that strength to win.
I was heartened by the emphasis on oceans as being incompatible with lean and the suggestion that domestic markets will be able to produce long term what they consume.
Finally I'm left wondering since the version I read is now a decade old, how has their thinking changed?
Some of the competitive advantage of the Japanese was identified, but I was also left with questions: Denso for instance in my experience was never portrayed as a competitor on price, so if Denso had huge cost advantages they never leveraged that strength to win.
I was heartened by the emphasis on oceans as being incompatible with lean and the suggestion that domestic markets will be able to produce long term what they consume.
Finally I'm left wondering since the version I read is now a decade old, how has their thinking changed?
February 24, 2019
Great book on a few basic concepts:
- Continuous process improvement.
- Eliminate muda (wasteful activities or parts of processes) to continually optimize performance, save on cost, make everything run more smoothly and efficiently and scale.
- Have a digital clock were everyone can see it -- pay attention to time management to eliminate time wasted.
- Don't start a second task until you've finished the first.
"Lean Thinking" inspired by Toyota, brings Eastern ideas of striving toward efficiency to the West. Solid read, applicable to management in business and time management in life.
- Continuous process improvement.
- Eliminate muda (wasteful activities or parts of processes) to continually optimize performance, save on cost, make everything run more smoothly and efficiently and scale.
- Have a digital clock were everyone can see it -- pay attention to time management to eliminate time wasted.
- Don't start a second task until you've finished the first.
"Lean Thinking" inspired by Toyota, brings Eastern ideas of striving toward efficiency to the West. Solid read, applicable to management in business and time management in life.
May 22, 2014
Most of the book was how to evaluate and implement Lean in a factory type setting. The process of and result from using a factory setting provides clear results and is statistically easier to measure the results. I would have liked more examples of lean processes in an environment that is more difficult to statistically measure before and after lean implementation. Still, it is a good book if you are interested in understanding what Lean is and how Lean might be useful in your business.
March 2, 2011
Good overview and lots of similarities to TOC. And differences, such as intense focus on waste instead of optimizing the constraint.
A blog post and review of the book: http://blog.jackvinson.com/archives/2...
A blog post about the heavy use of Japanese terms: http://blog.jackvinson.com/archives/2...
A blog post and review of the book: http://blog.jackvinson.com/archives/2...
A blog post about the heavy use of Japanese terms: http://blog.jackvinson.com/archives/2...
November 22, 2018
A lot of really great information swapped by example after example that are completely unnecessary. Really hard to read just to get the few bits of good stuff.
July 3, 2024
Pretty basic. For beginners only. However, this does not mean that this book is not worth reading.
April 24, 2025
📘 "Lean Thinking: إلغاء الهدر وخلق الثروة في مؤسستك"
المؤلفان: James P. Womack & Daniel T. Jones
الكتاب يشرح مفاهيم الـ Lean وكيفية تطبيقها في الشركات والمؤسسات لتقليل الهدر وتحقيق قيمة أعلى للعملاء.
الهدف من الكتاب:
💡 الهدف الأساسي هو تعليم كيفية التخلص من الهدر في العمليات والعمل على تحقيق القيمة الفعلية للعميل بشكل أكثر كفاءة.
المفاهيم الرئيسية:
💥 التخلص من الهدر (Waste):
يجب التخلص من أي شيء لا يضيف قيمة للعملاء.
الهدر قد يكون في الوقت، الموارد، أو الجهد المبذول.
🔄 التحسين المستمر (Kaizen):
يتم تحسين العمليات بشكل مستمر.
الفرق يجب أن تعمل على تحسينات صغيرة يومياً بدلاً من تغييرات كبيرة.
🏭 تدفق العمل (Flow):
ضمان تدفق العمل بسلاسة دون توقفات أو تعطيلات.
كل عملية يجب أن تكون جزءًا من تدفق مستمر نحو تحقيق القيمة.
🔍 التركيز على القيمة (Value):
يجب أن يكون كل جزء من العمل موجهًا لتحقيق قيمة فعلية للعميل.
كل الأنشطة التي لا تضيف قيمة يجب تقليصها أو إلغاؤها.
📅 تلبية احتياجات العملاء (Pull):
إنتاج وتوفير المنتجات بناءً على احتياجات العميل.
لا يتم إنتاج أي شيء قبل أن يطلبه العميل.
🤝 احترام الأشخاص (Respect for People):
الاستماع إلى الأفكار والمقترحات من جميع أفراد الفريق.
تحسين بيئة العمل ودعم العمل الجماعي.
أهمية الكتاب:
📈 زيادة الكفاءة في العمليات وتقليل الهدر.
🧠 يحسن التفكير الاستراتيجي من خلال التركيز على القيمة.
💼 يمكن تطبيقه في أي مجال (التصنيع، تطوير البرمجيات، الخدمات، إلخ).
✅ مفيد أيضًا للمشاريع الصغيرة، حيث يمكن لأصحاب المشاريع الصغيرة تطبيق هذه المبادئ لتحسين الكفاءة وتقليل التكاليف، مما يساعدهم على التوسع وتحقيق النجاح بأقل تكلفة ممكنة.
أمثلة تطبيقية:
🌍 Toyota مثال رئيسي في استخدام نظام الـ Lean وتحقيق نجاحات كبيرة.
الكتاب مليء بالقصص الواقعية التي تشرح كيف يمكن تطبيق هذه المبادئ في الشركات الحقيقية.
خلاصة:
🌟 فكر Lean يعني التركيز على القيمة وتقليل أي شيء لا يخدم هذا الهدف. من خلال تحسينات مستمرة وتدفق العمل الفعّال، يمكن للشركات حتى الصغيرة تحسين إنتاجيتها وتلبية احتياجات العملاء بشكل أفضل.
February 9, 2021
Книга посвящена концепции бережливого производства (Lean manufacturing). По ходу описания приводится множество примеров различных промышленных предприятий, осуществлявших такой переход: Porsche, Toyota и другие. Lean также нашёл дорогу в отрасль разработки программного обеспечения, и существуют книги, посвящённые этой теме.
Тем не менее, я рекомендую эту книгу и IT-специалистам, так как традиционная промышленность обладает определённой понятностью, недоступной информационным технологиям. Понятность заключается в возможности увидеть производственную линию своими глазами, тот самый поток создания ценности, на котором сырые материалы преображаются в полезные вещи. Возможность живо представить приведённые в книге примеры позволяет лучше погрузиться в суть предмета.
Пожалуй, наибольшим откровением для меня стали истории, в которых внедрение бережливого производства приводило к откату автоматизации предприятия. Автоматизированные системы обладают определённой жёсткостью и не только ускоряют определённые действия, но и закрепляют неэффективности им сопутствующие. Этим они препятствуют общему сокращению затрат. Бережливое производство направлено на борьбу с неэффективностями и иногда оказывается, что вместо гигантской машины, решающей все вопросы (монумента), гораздо лучше поставить три небольших станка и четыре человека рядом.
Тем не менее, я рекомендую эту книгу и IT-специалистам, так как традиционная промышленность обладает определённой понятностью, недоступной информационным технологиям. Понятность заключается в возможности увидеть производственную линию своими глазами, тот самый поток создания ценности, на котором сырые материалы преображаются в полезные вещи. Возможность живо представить приведённые в книге примеры позволяет лучше погрузиться в суть предмета.
Пожалуй, наибольшим откровением для меня стали истории, в которых внедрение бережливого производства приводило к откату автоматизации предприятия. Автоматизированные системы обладают определённой жёсткостью и не только ускоряют определённые действия, но и закрепляют неэффективности им сопутствующие. Этим они препятствуют общему сокращению затрат. Бережливое производство направлено на борьбу с неэффективностями и иногда оказывается, что вместо гигантской машины, решающей все вопросы (монумента), гораздо лучше поставить три небольших станка и четыре человека рядом.
February 17, 2021
Es el segundo libro de Daniel T. Jones, James P. Womack , en el cual basan la filosofía Lean en 5 principios que ayudan a las personas a pensar con eficacia para hacer mejores productos con menos desperdicio y en menos tiempo.
Estos 5 principios son: valor, flujo de valor, flujo, atracción y perfección, afirmando que estos 5 principios deberían guiar las acciones de las empresas interesadas en sistemas Lean.
En la segunda parte del libro Womack and Jones proponen un framework para transformar nuestra organización a los principios Lean, siendo algunos de ellos (hay más):
• Mapear el flujo de valor (VSM).
• Comenzar por la fruta madura.
• Cuando haya mejorado algo vuelva a mejorarlo.
En este libro los autores dan muchos ejemplos de utilización de sistemas Lean en diferentes tipos de compañías, lo que en su momento contribuiría para extender su utilización a otras industrias, además de ser de gran utilidad para quienes comienzan a familiarizarse con Lean.
Hola!, veo que nos interesan los mismos libros, te cuento que hemos creado una Comunidad de Lectura Agile en español. Donde discutimos lecturas de este libro y otras de la misma temática, te invito a unirte 👉 https://www.facebook.com/Comunidad-de... . Te esperamos! 👋
Estos 5 principios son: valor, flujo de valor, flujo, atracción y perfección, afirmando que estos 5 principios deberían guiar las acciones de las empresas interesadas en sistemas Lean.
En la segunda parte del libro Womack and Jones proponen un framework para transformar nuestra organización a los principios Lean, siendo algunos de ellos (hay más):
• Mapear el flujo de valor (VSM).
• Comenzar por la fruta madura.
• Cuando haya mejorado algo vuelva a mejorarlo.
En este libro los autores dan muchos ejemplos de utilización de sistemas Lean en diferentes tipos de compañías, lo que en su momento contribuiría para extender su utilización a otras industrias, además de ser de gran utilidad para quienes comienzan a familiarizarse con Lean.
Hola!, veo que nos interesan los mismos libros, te cuento que hemos creado una Comunidad de Lectura Agile en español. Donde discutimos lecturas de este libro y otras de la misma temática, te invito a unirte 👉 https://www.facebook.com/Comunidad-de... . Te esperamos! 👋
May 2, 2020
in 1991 , the prominent prestigious automotive brand Porsche was on a ledge of bankruptcy by dramatic fall of sales and hike of manufacturing costs , while tried to push the sales up , brought new advance technologies and any possible trials which gone in the wind. A drastic transformations was made after 4 years by applying the TPS "Toyota production system" which turned the corporation 180 degree from an almost bankruptcy to the top ranked profitable automotive prestigious brands worldwide , the only striking fact and the secret of the transmission which been ignited is the practice of the TPS "Toyota production system". The Toyota production system made a miraculous leap by only a simple and straight forward philosophy of elimination of wastes "Muda" and incremental improvements. fascinating fact presented in the Lean thinking the second episode for the chain of the Lean management books which light and convey several true life examples for an organizations which been from doom to boom by embracing the Lean philosophy.
November 30, 2023
As someone who is pretty familiar with lean manufacturing - actually a "true believer" (I learned it like a religion at one of my former companies), I was mostly disappointed with this book. It was mostly long on hype and low on details on how to implement lean. They didn't describe the lean journey as easy, but they still made it sound easier than it is. There was some magical thinking included as apparently installing lean allows you to solve quality problems. I would say that much of the lean techniques help with improving quality, but it certainly is not a magic potion that solves quality issues and eliminates bad parts. Also, I happened to work for one of the firms profiled (about a decade after the author wrote about it) and I found almost no "lean manufacturing" principles being employed there. This fact very much brings into question every other case study described in the book.
July 17, 2019
I enjoyed the better insight into the manufacturing transformation which I witnessed in the 90's: the introduction of U shaped manufacturing cells, the emphasis on the concepts: value, flow and pull and the identification of huge automated manufacturing monstrosities as monuments.
Some of the competitive advantage of the Japanese was identified, but I was also left with questions: Denso for instance in my experience was never portrayed as a competitor on price, so if Denso had huge cost advantages they never leveraged that strength to win.
I was heartened by the emphasis on oceans as being incompatible with lean and the suggestion that domestic markets will be able to produce long term what they consume.
Finally I'm left wondering since the version I read is now a decade old, how has their thinking changed?
Some of the competitive advantage of the Japanese was identified, but I was also left with questions: Denso for instance in my experience was never portrayed as a competitor on price, so if Denso had huge cost advantages they never leveraged that strength to win.
I was heartened by the emphasis on oceans as being incompatible with lean and the suggestion that domestic markets will be able to produce long term what they consume.
Finally I'm left wondering since the version I read is now a decade old, how has their thinking changed?
October 23, 2022
Un libro largo y denso que me costó MUCHO leer (acabarlo casi se convirtió un reto). No vengo del mundo empresarial y muchos de los conceptos me resultan "ásperos", sin embargo disfruté viendo qué tipos de problemas enfrentaban (y enfrentan) muchas empresas y qué tipo de soluciones y estrategia propone el pensamiento Lean para abordarlos.
El pensamiento Lean supera al modelo "tayloriano" en la manera de entender los tiempos actuales. La filosofía detrás del movimiento Lean es muy interesante, pero la manera de implantarlo en una empresa parece requerir MUCHO más que lo que se puede conseguir leyendo este libro. Una gran idea con una ejecución larga y complicada.
Me gusta como modelo mental.
El pensamiento Lean supera al modelo "tayloriano" en la manera de entender los tiempos actuales. La filosofía detrás del movimiento Lean es muy interesante, pero la manera de implantarlo en una empresa parece requerir MUCHO más que lo que se puede conseguir leyendo este libro. Una gran idea con una ejecución larga y complicada.
Me gusta como modelo mental.
November 3, 2017
I was surprised of how narrowly set this book was when its subject is such an ample and broad subject, although it does state that it’s exclusively about Toyota’s voyage in becoming a lean enterprise.
I’ve read a lot of complaints that the story is too old-fashioned, but I wholeheartedly disagree. Most of what is described in the story it’s perfectly playable down days but the advice only for large enterprises and manufacturing. More generalised concepts would’ve been welcome.
I also listened to the audiobook with James Womack’s narration and his style isn’t great. All in all a great book but not a great introduction to lean thinking
I’ve read a lot of complaints that the story is too old-fashioned, but I wholeheartedly disagree. Most of what is described in the story it’s perfectly playable down days but the advice only for large enterprises and manufacturing. More generalised concepts would’ve been welcome.
I also listened to the audiobook with James Womack’s narration and his style isn’t great. All in all a great book but not a great introduction to lean thinking
This entire review has been hidden because of spoilers.
November 23, 2017
Though this is a pivotal book on lean thinking, I found chapter 2 a really heavy read. We get several study cases on companies that improved processes dramatically through lean thinking but, do we really need to understand everything that was wrong with such processes when so little about how these were improved is deployed? I kept costantly thinking, I get it, they eliminated all those muda but who? when? how much it costed? what was done first? However, if you are able to go past this chapter, chapters 3 and 4 are great guides on how to lead change inside your organization.
August 10, 2022
The most tedious book I have ever read, I'm still surprised I haven't given up on it.. but I'm glad I haven't! Beyond the very drear way of writing and a lot of repetitions you can definitely find knowledge on lean principles with a few great examples and an action plan ready to be followed. The amount of details in the examples could be higher but I'd rather read it in another book or any other blog. Great way to start learning about basics of lean production but beware that you might easily get discouraged and it's gonna be a fight.
February 25, 2018
I listened to the audiobook on audible during a drive across Florida. His voice is very soothing so don't listen and drive when you're tired! I found this book to be very accessible and gave me some deeper points to consider further. I really wish there were this exact book but with businesses not creating physical product. But, that's nothing wrong with this book! Great book. Would definitely recommend.
June 18, 2018
I think I'm biased. I really like the way these men think. Lean thinking should always be holistic, and look at the total value stream and not some simple part cost calculation. I found this work very clear and direct, and has helped me in my thinking regarding work process and optimization. Again, spot optimization can be great fun, but may not be what's needed for the whole value stream. This also points to the need for deep cultural change in many companies.
November 4, 2020
I had to read a few chapters for my Lean class and I ended up reading the whole book. It was fascinating how the authors displayed the many ways to improve. Chapter 13 has got to be a favorite. I particularly enjoyed the airlines map of unnecessary activities. If anyone is looking for an introduction into Lean, this book is simple, great real life examples and has a solution plan to kick start the lean train in yout organization.
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