Lean Thinking: Banish Waste and Create Wealth in Your Corporation

Womack and Jones demonstrate the effectiveness of their approach through their research in both the U.S. and Europe. Citing examples from both simple and complex manufacturing processes, and from traditional technologies to high-tech companies, they show how their theories have been put into action.

They develop their ideas further by suggesting the application of lean thinking to the whole product cycle, from suppliers to customers. Taking the travel industry as an example, the authors show how their methods could eliminate long queues and waiting times for customers.

Based on the belief that companies should compete against perfection rather than each other, Lean Thinking provides a valuable new insight into methods of production management. And by applying the theories outlined in this book, managers across all sectors of the economy will be able to reduce waste and increase profitability.

Briefly, how do Womack and 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 and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and 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 challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and 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, and errors"?

In Part IV, Womack and Jones update the continuing advance of of lean thinking. They rack the trend in inventory turns and the progress of their profiled companies. Also of special interest to me was the discussion of what Womack and Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives and thereby "to raise consciousness about value and 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 and 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, and rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack and Jones share, I strongly recommend that decision-makers read and 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 and 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.


Good Conceptual Overview of Eliminating Waste in Producing   May 28, 2004
Donald Mitchell (Boston)
26 out of 26 found this review helpful

Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.

One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and 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" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and 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 and what the benefits might be, Lean Thinking is a good place to start. Most executives and 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 actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and 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 and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.

I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.


Get the "muda" out of here.   November 25, 2002
B. Chandler (Arlington, Texas)
10 out of 11 found this review helpful

This book is better than "The Machine That changed the World." For that matter this book is more useful than most in the field, and not just for lean thinking. James P. Womack and Daniel T. Jones are unique in the approach this book takes in trying to understand the existing industry and realistic ways to implement lean thinking.

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 all knowing all and seeing consultant. They took several industries and companies that there is no vested interest in and explain with realistic diagrams, how lean thinking differs from most traditional concepts and 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) and 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 and 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 and maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.