Find out more about Lean Thinking by James P. Womack, Daniel T. Jones at Simon & Schuster. Read book reviews & excerpts, watch author videos & more. Lean Thinking does not provide a new management "program" for the one-minute manager. Instead James P. Womack, Daniel T. Jones. The problem, as Womack and Jones explain in Lean Thinking, is that What's needed instead is lean thinking to help managers clearly specify value, to line up.


Author: Lucy Heathcote
Country: Italy
Language: English
Genre: Education
Published: 20 October 2014
Pages: 542
PDF File Size: 3.48 Mb
ePub File Size: 48.8 Mb
ISBN: 601-7-44225-788-2
Downloads: 41644
Price: Free
Uploader: Lucy Heathcote


For customers truly in a hurry this can be done during one walk-through of the sales center.

To shrink the lead time from contract signing to moving in from six months to a target of thirty days, he has lean thinking womack and jones his contract-writing and job-release process and is developing a system of pull scheduling for contractors who are assigned new jobs as downstream jobs are completed.

He is also introducing standardized work statements, parts lists, and tool kits for every job. Eventually these steps will eliminate the "to-do" list because the new system does not allow the next task to start until the previous task is certified as complete with perfect quality.

Finally, Wilson has created a wide range of basic house designs with a minimum construction standard and asks the customer to specify all materials and systems upgrades using the computer design system to a selected base design so the customer only pays for exactly what she or he feels is really needed.

Doing all of this will not be easy, as we'll see when we return to this example in Chapter 3 on fiow, but Doyle Wilson has already made the key leap. Instead of concentrating on conventional markets and what he and his contractors were accustomed to making in a conventional way, he has looked lean thinking womack and jones at value as defined by his customers and set off down a new path.

Start by Challenging Traditional Definitions of "Value" Why is it so hard to start at the right place, to correctly define value? Partly because most producers want to make what they are already making and partly because many customers only know how to ask for some variant of what they are already getting.

They simply start in the wrong place and end up at the wrong destination. Then, when providers or customers do decide to rethink value, they lean thinking womack and jones fall back on simple formulas -- lower cost, increased product variety through customization, instant delivery -- rather than jointly analyzing value and challenging old definitions to see what's really needed.

Lean Thinking

Steve Maynard, vice president for engineering and product development at the Wiremold Company in West Hartford, Connecticut, was trying to deal with lean thinking womack and jones very problems when he reorganized Wiremold's product development system in For many years previously, Wiremold had developed new products -- consisting of wire guides for office lean thinking womack and jones industrial users and surge protectors for PCs and other business electronics -- through a conventional departmentalized process.

It started with marketing, which commissioned surveys comparing Wiremold's products with the offerings of competitors. When an "opportunity" was identified, usually a gap in the market or a reported weakness in a competitor's offering, a design was developed by product engineering, then tested by the prototype group.


If it worked according to specification, the design proceeded to the engineers designing the machines to make the products and eventually went into production. This system produced designs which lacked imagination and which customers often ignored.

The designs also took too lean thinking womack and jones time and effort to develop and cost too much to make, but these are a different type of problem we'll discuss in Chapter 3.

Simply speeding lean thinking womack and jones this process through simultaneous engineering and then broadening product variety would just have brought more bad designs to market faster.

Steve Maynard's solution was to form a team for each product to stick with that product during its entire production life.

Lean Thinking: Banish Waste and Create Wealth in Your Corporation by James P. Womack

Instead, the customer and the producer Wiremold focused on the value the customer really needed. For example, traditional Wiremold wire guides which channel wiring through hostile factory environments and provide complex arrays of outlets in high-use areas like laboratories and hospitals had been designed almost entirely with regard to their ruggedness, safety, and cost per foot as delivered to the construction site.

This approach nicely matched the mentality of Wiremold's product engineers, who dominated the development process and who found a narrow, "specification" focus very reassuring.

As the new lean thinking womack and jones began, it quickly developed that lean thinking womack and jones customers also wanted was a product that "looked nice" and could be installed at the construction site very quickly.

Wiremold had never employed a stylist and knew relatively little about trends in the construction process. Customers were willing to make substantial trades on cost per foot to get better appearance which increased the bid price of construction jobs and quicker installation which reduced total cost.

Instead of constantly reinventing business lean thinking womack and jones, lean thinkers go back to basics by asking what the customer really perceives as value.

It's often not at all what existing organizations and assets would suggest. The next step is to line up value-creating activities for a specific product along lean thinking womack and jones value stream while eliminating activities usually the majority that don't add value.

Lean Thinking: Banish Waste and Create Wealth in Your Corporation

Think of the miserable experience these days of flying from place to another. Muda is everywhere see the discussion on pages 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.

Want to know about lean? This is a pretty good introduction, as far as I can lean thinking womack and jones, for a lay audience.