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If The Machine That Changed the World is a description of the Toyota system in the industry of its origin, Lean Thinking is a generalization of the basic concepts so they can be applied to any company in any industry. The authors begin by summarizing the five inherent principles in any lean system: 1 correctly specify value so you are providing what the customer actually wants, 2 identify the value stream for each product family and remove the wasted steps that don't create value but do create muda (waste), 3 make the remaining value-creating flow continuously to drastically shorten throughput times, 4 allow customer to pull value from your rapid-response value streams as needed (rather than pushing products toward the customer on the basis of forecasts), and 5 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 th

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• Contents
• Preface to the 2003 Edition
• Preface to the First Edition: From Lean Production to Lean Enterprise
• Part I Lean Principles
• Introduction: Lean Thinking versus Muda
• 1 Value
• 2 The Value Stream
• 3 Flow
• 4 Pull
• 5 Perfection
• Part II: From Thinking to Action: The Lean Leap
• 6 The Simple Case
• 7 A Harder Case
• 8 The Acid Test
• 9 Lean Thinking versus German Technik
• 10 Mighty Toyota; Tiny Showa
• 11 An Action Plan
• Part III Lean Enterprise
• 12 A Channel for the Stream; a Valley for the Channel
• 13 Dreaming About Perfection
• Part IV Epilogue
• 14 The Steady Advance of Lean Thinking
• 15 Institutionalizing the Revolution
• Afterword: The Lean Network
• Appendix Individuals and Organizations Who Helped
• Glossary
• Notes
• Bibliography
• Index

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Publishers Weekly Review

There's a missionary zeal to this book for corporate managers: it wants to convert companies the world over to the streamlined production process pioneered by Toyota after WWII. Womack and Jones chronicled Toyota's concept of lean production in The Machine That Changed the World, and embarked in 1990 on a tour of North America, Europe and Japan to persuade organizations, managers, employers and investors that mass production was out of date and should be chucked for something better. They formed a network of companies and individuals dedicated to lean production. Network members, whose stories form the basis of the book, gather annually to update procedures and refine theory. Showa Manufacturing, a Japanese maker of radiators and boilers, for instance, pulled itself out of an earnings slump by changing from mass-producing batches of standardized equipment to producing customized small lots. Heavily laden with details, this is for specialists who want to streamline. It makes few references to the larger, global economy. Author tour. (Sept.) (c) Copyright PWxyz, LLC. All rights reserved

Booklist Review

In The Machine That Changed the World (1990), Womack and Jones, along with Daniel Roos, lauded the manufacturing technique used by Japanese automakers, known as "lean production" and also as the Toyota Production System. Lately, though, some critics have argued that "lean production" has been used as simply an excuse for downsizing, and recent books, such as David Gordon's Fat and Mean (1996), have questioned whether corporate trimming has been effective at all. Undaunted, Womack and Jones argue their case anew. They now move beyond "lean production" to propose "the lean enterprise" and describe the successes at 25 U.S., Japanese, and German companies that have effectively implemented the "lean principles" of value (as defined by the customer), value stream, flow, pull, and perfection. Because their earlier book has sold well, this follow-up could generate interest. (Reviewed Sept. 1, 1996)0684810352David Rouse