WorldCat Linked Data Explorer

Turtle N-Triple JSON-LD RDF/XML HTML Contact Us Home

http://worldcat.org/entity/work/id/19876571

Lean thinking : banish waste and create wealth in your corporation

Stagnate. What's needed instead is lean thinking to help managers clearly specify value, to line up all the value-creating activities for a specific product along a value stream, and to make value flow smoothly at the pull of the customer in pursuit of perfection. The first part of the book describes each of these concepts and makes them come alive with striking examples. As Lean Thinking clearly demonstrates, these simple ideas can breathe new life into any company in.

Open All Close All

type

about

http://schema.org/about

alternateName

http://schema.org/alternateName

  • "Xiao mie lang fei chuang zao cai fu"
  • "İsrafı yok edin ve şirketinizde zenginlik yaratın"@tr
  • "Lean Thinking"
  • "(Lean thinking)"
  • "Lean thinking"
  • "消灭浪费, 创造财富"
  • "Lean thinking banish waste and create wealth in your corporation"

author

contributor

creator

description

http://schema.org/description

  • "Hauptbeschreibung Der Erfolg in der Praxis zeigt: Lean Thinking macht aus den einzelnen Unternehmensbereichen, die am Produktionsprozess beteiligt sind, ein hoch effizientes Netzwerk, das so dicht wie möglich am Kunden arbeitet. An zahlreichen Beispielen von erfolgreichen Unternehmen aus verschiedenen Kontinenten zeigen die Autoren, wie die fünf Grundprinzipien des Lean Thinking umsetzbar sind und wie man mit ihnen Produkte und Prozesse optimiert. In dieser neuen Auflage gehen die Autoren in einem exklusiven Beitrag auf die Erfolgsgeschichte von Lean Management in Deutschland ein.<b."
  • "Stagnate. What's needed instead is lean thinking to help managers clearly specify value, to line up all the value-creating activities for a specific product along a value stream, and to make value flow smoothly at the pull of the customer in pursuit of perfection. The first part of the book describes each of these concepts and makes them come alive with striking examples. As Lean Thinking clearly demonstrates, these simple ideas can breathe new life into any company in."@en
  • "Stagnate. What's needed instead is lean thinking to help managers clearly specify value, to line up all the value-creating activities for a specific product along a value stream, and to make value flow smoothly at the pull of the customer in pursuit of perfection. The first part of the book describes each of these concepts and makes them come alive with striking examples. As Lean Thinking clearly demonstrates, these simple ideas can breathe new life into any company in."
  • "Care."@en
  • "Care."
  • "Offers insight into how to implement an efficiency system and cost-cutting strategies that are based on what customers really want, outlining a process of creating value, explaining how to identify and remove unnecessary steps, and making suggestions on how to reduce lead time."@en
  • "Offers insight into how to implement an efficiency system and cost-cutting strategies that are based on what customers really want, outlining a process of creating value, explaining how to identify and remove unnecessary steps, and making suggestions on how to reduce lead time."
  • "The authors claim to show how lean thinking with a new definition of value can breathe life into a company or economic activity, doubling productivity and sales whilst stabilizing employment, by providing a step by step plan based on in depth studies of fifty lean companies around the world."
  • "After a decade of downsizing and reengineering, most companies in North America, Europe, and Japan are still stuck, searching for a formula for sustainable growth and success. The problem, as Womack and Jones explain in Lean Thinking, is that managers have lost sight of value for the customer and how to create it. By focusing on their existing organizations and outdated definitions of value, managers create waste, and the economies of the advanced countries continue to."@en
  • "After a decade of downsizing and reengineering, most companies in North America, Europe, and Japan are still stuck, searching for a formula for sustainable growth and success. The problem, as Womack and Jones explain in Lean Thinking, is that managers have lost sight of value for the customer and how to create it. By focusing on their existing organizations and outdated definitions of value, managers create waste, and the economies of the advanced countries continue to."
  • "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 thinking. Chapters are devoted to Pratt and Whitney, Wiremold, Lantech in North America, Porsche in Germany, and Showa Manufacturing in Japan."
  • "Leap is possible by creating a lean enterprise for each of their product families that tightly links all value-creating activities from concept to product launch, from order to delivery, and from raw materials into the arms of the consumer. This new concept takes the best features from the American, German, and Japanese industrial traditions and recombines them in a way that can be applied to every economic activity, from long distance travel to construction to health."@en
  • "Leap is possible by creating a lean enterprise for each of their product families that tightly links all value-creating activities from concept to product launch, from order to delivery, and from raw materials into the arms of the consumer. This new concept takes the best features from the American, German, and Japanese industrial traditions and recombines them in a way that can be applied to every economic activity, from long distance travel to construction to health."
  • "Any industry, routinely doubling both productivity and sales while stabilizing employment. But most managers will need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of fifty lean companies in a wide range of industries across the world - including Pratt & Whitney, Porsche, and Toyota. Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic."@en
  • "Any industry, routinely doubling both productivity and sales while stabilizing employment. But most managers will need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of fifty lean companies in a wide range of industries across the world - including Pratt & Whitney, Porsche, and Toyota. Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic."
  • "Der Erfolg in der Praxis zeigt: Lean Thinking macht aus den einzelnen Unternehmensbereichen, die am Produktionsprozess beteiligt sind, ein hoch effizientes Netzwerk, das so dicht wie möglich am Kunden arbeitet. An zahlreichen Beispielen von erfolgreichen Unternehmen aus verschiedenen Kontinenten zeigen die Autoren, wie die fünf Grundprinzipien des Lean Thinking umsetzbar sind und wie man mit ihnen Produkte und Prozesse optimiert. In dieser neuen Auflage gehen die Autoren in einem exklusiven Beitrag auf die Erfolgsgeschichte von Lean Management in Deutschland ein."
  • "In the search for ever greater profits & efficiency, downsizing and re-engineering are inadequate. The authors maintain that Lean Thinking can improve a company through a series of simple ideas and a new concept of the meaning of value."@en
  • "Expanded, updated, and more relevant than ever, this bestselling business classic by two internationally renowned management analysts describes a business system for the twenty-first century that supersedes the mass production system of Ford, the financial control system of Sloan, and the strategic system of Welch and GE. 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. In contrast with the crash-and-burn performance of companies trumpeted by business gurus in the 1990s, the firms profiled in Lean Thinking -- from tiny Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney -- have kept on keeping on, largely unnoticed, along a steady upward path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking -- Toyota -- has set its sights on leadership of the global motor vehicle industry in this decade. Instead of constantly reinventing business models, 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 a value stream while eliminating activities (usually the majority) that don't add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection. The first part of this book describes each of these concepts and makes them come alive with striking examples. Lean Thinking clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world. Even those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer. In Part IV, an epilogue to the original edition, the story of lean thinking is brought up-to-date with an enhanced action plan based on the experiences of a range of lean firms since the original publication of Lean Thinking. Lean Thinking does not provide a new management "program" for the one-minute manager. Instead, it offers a new method of thinking, of being, and, above all, of doing for the serious long-term manager -- a method that is changing the world."@en

genre

http://schema.org/genre

  • "Lean manufacturing"@en
  • "Lean manufacturing"
  • "Electronic books"
  • "Electronic books"@en

name

http://schema.org/name

  • "精益思想"
  • "Lean thinking: banish waste and create wealth in your corporation"
  • "Auf dem Weg zum perfekten Unternehmen : (Lean thinking)"
  • "Lean Thinking : Ballast abwerfen, Unternehmensgewinn steigern"
  • "Yalın düşünce"@tr
  • "精益思想 : 消灭浪费，创造财富"
  • "Auf dem Weg zum perfekten Unternehmen (Lean Thinking)"
  • "Lean thinking : elimineer verspillingen en creëer waarde in uw organisatie"
  • "Jing yi si xiang : Xiao mie lang fei, chuang zao cai fu"
  • "Lean thinking Ballast abwerfen, Unternehmensgewinne steigern"
  • "Lean Thinking : banish waste and create wealth in your corporation"
  • "Lean Thinking Ballast abwerfen, Unternehmensgewinn steigern"
  • "Lean Thinking : Ballast abwerfen, Unternehmensgewinne steigern"
  • "Lean thinking : cómo utilizar el pensamiento Lean para eliminar los despilfarros y crear valor en la empresa"
  • "Lean thinking : cómo utilizar el pensamiento Lean para eliminar los despilfarros y crear valor en la empresa"@es
  • "Lean thinking : banish waste and create wealth in your corporation [videorecording]"
  • "Jing yi si xiang"
  • "Lean thinking : Ballast abwerfen, Unternehmensgewinne steigern"
  • "A mentalidade enxuta nas empresas lean thinking : elimine o desperdício e crie riqueza"
  • "精益思想 = Lean thinking : banish waste and create wealth in your corporation"
  • "Jing yi si xiang : xiao mie lang fei, chuang zao cai fu"
  • "Lean thinking : banish waste and create wealth in your corporation"@en
  • "Lean thinking : banish waste and create wealth in your corporation"
  • "Auf dem Weg zum perfekten Unternehmen : (Lean Thinking)"
  • "Jing yi si xiang = Lean thinking : banish waste and create wealth in your corporation"
  • "Système lean penser l'entreprise au plus juste"
  • "A mentalidade enxuta nas empresas : elimine o desperdício e crie riqueza"@pt
  • "Lean thinking : banish waste and create welth in your corporation"
  • "Auf dem Weg perfekten Unternehmen"
  • "Penser l'entreprise au plus juste"
  • "精益思想 : 消灭浪费, 创造财富"
  • "Lean thinking banish waste and create wealth in your corporation"
  • "Lean thinking banish waste and create wealth in your corporation"@en
  • "Lean Thinking : cómo utilizar el pensamiento Lean para eliminar los despilfarros y crear valor en la empresa"@es
  • "Système lean : penser l'entreprise au plus juste"
  • "Auf dem Weg zum perfekten Unternehmen = (Lean thinking)"
  • "Lean Thinking banish waste and create wealth in your corporation"
  • "Lean thinking"
  • "Yalın düşünce : israfı yok edin ve şirketinizde zenginlik yaratın"

workExample

http://schema.org/workExample