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Lean Solutions: Wie Unternehmen und Kunden gemeinsam Probleme lösen (German) Hardcover – 1 Aug 2006

4.2 out of 5 stars
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4.2 out of 5 stars 20 reviews from the U.S.

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Product details

  • Hardcover
  • Publisher: Campus Verlag Gmbh (Aug. 2006)
  • Language: German
  • ISBN-10: 3593381125
  • ISBN-13: 978-3593381121
  • Product Dimensions: 16.2 x 2.9 x 23.6 cm
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Most Helpful Customer Reviews on Amazon.com (beta) (May include reviews from Early Reviewer Rewards Program)

Amazon.com: 4.2 out of 5 stars 20 reviews
1 of 1 people found the following review helpful
4.0 out of 5 stars Audiobook was good content, marginal audio 25 May 2009
By Edward J. Barton - Published on Amazon.com
Format: Audio CD Verified Purchase
I listened to the audiobook version, and this review pertains to that. The material was pretty good, and the examples - like the airline industry and auto repair - bring lean into a perspective that every listener could understand and relate to. It was easy to see how lean methods could be applied - and also the examples went beyond the obvious to things like point to point private jet service, and redesign of planes to permit faster turn times, as examples tpo stretch the imagination.

The audio, which was James Womack himself, was a little slow paced and done in a monotone. It was tough to keep my attention while listening in the car - and it wasn't because of the content. I've listened to some great audiobooks done by professional readers who can bring material to life - and would have recommended that these guys do the same thing next time. Womack is arguably the genius behind US lean thinking, but he's not well suited to be a recording artist...
5.0 out of 5 stars Great book on process improvement, easy to read, with new applications and examples for service industries 11 April 2016
By PHILIP M COOKE - Published on Amazon.com
Format: Audio CD Verified Purchase
Great book on process improvement, easy to read, with new applications and examples for service industries. Lean Thinking, a previous book, does a great job improving operations, with the result of giving customers a better experience. In Lean Solutions, the examples given more expressly include the customer experience in the process redesign cycle. I enjoyed the light-hearted writing style. Even my parents enjoyed listening to it. If you only read one book on process improvement, this might be it.
5 of 5 people found the following review helpful
5.0 out of 5 stars Certain to become a business "classic" 14 Nov. 2006
By Robert Morris - Published on Amazon.com
Format: Hardcover Verified Purchase
It is desirable but not necessary to have already read Womack and Jones's previously published Lean Thinking before reading this volume. In both, their focus is on "five simple principles" which can guide and inform any organization's efforts to achieve "process brilliance" in its product development, supplier management, customer support, and production processes. The principles are:

1. Provide the value actually desired by customers.

2. Identify the value stream for each product or service.

3. Get and keep each step of the value stream in proper alignment.

4. Enable the customer to "pull" rather than "push" maximum value from what you offer.

5. Once the value, value stream, flow, and pull are established, "start over from the beginning in an endless search for perfection, the happy situation of perfect value provided with zero waste."

In this context, I am reminded of Albert Einstein's emphasis on making everything as simple as possible...but no simpler. Lean initiatives should eliminate "fat" but not "muscle." Decision-makers in many organizations confuse rightsizing with downsizing.

In Lean Solutions, Womack and Jones identify what they characterize as "the emerging challenges of consumption" despite the availability of better, cheaper products." And this seems very strange when we stop to consider that satisfying consumption - not just making brilliant products - is the whole point of lean production." In response to challenges such as complicated purchase decisions because "consumers are often drowning in a sea of choices," they explain how to combine truly lean provision with truly lean consumption. In process, Womack and Jones examine dozens of real-world examples of how various organizations have done so. When emerges is a new definition of value for today's consumer who insists that problems are solved completely, conveniently and without any waste of time. Moreover, today's consumer expects to receive exactly what she or he or wants, with value delivered where and when specified, with a substantial reduction of decisions which must be made to solve the given problem or fill the given need.

"Our objective is simple: We aim to teach managers to see all the steps a consumer must perform to research, obtain, install, integrate, maintain, repair, upgrade, and recycle the goods and services needed to solve their problem. We then challenge each step, asking why it is necessary at all and why it often can't be performed properly. Once worthless steps are eliminated, we can talk about flow and pull, heading toward perfection." Womack and Jones insist - and I wholly agree - that lean thinking must not only guide and inform continuous efforts to perfect production of a given product or service but to perfect, also, the provision and consumption of it. To the best of my knowledge, their book is the first to provide the core concepts, strategies, and tactics to accomplish that.

True, Womack and Jones suggest and explain a number of "lean solutions" to all manner of problems but it remains for those who read their book to apply the principles of lean thinking to their own specific circumstances. Obviously, bold action is required and there are perils to take into full account. Any decisions made are, at best, subject to constant refinement and, when necessary, revision and perhaps even replacement as new circumstances develop. Effectively combining and then coordinating consumption and provision streams is indeed a journey rather than a destination.
5.0 out of 5 stars Traditional business approaches and models are no longer fit for purpose 1 Jun. 2011
By Kathy - Published on Amazon.com
Format: Hardcover Verified Purchase
"A wonderful book which illustrates the world from the customer's point of view, and how businesses have it completely backwards.

This book clearly shows the cost of a traditional push model has on the customers. Customers have to adapt themselves in order to access businesses products and/or services because businesses are focused on costs and not flexible enough to adapt to the customer's real needs.

The book makes a case as to why if a business wants to succeed it needs to change its business model to a pull model and develop the capabilities and capacity to adapt themselves to what the customer needs, based upon real customer demand. "
12 of 14 people found the following review helpful
2.0 out of 5 stars I was dissappointed 27 Sept. 2007
By Aroon Jham - Published on Amazon.com
Format: Hardcover Verified Purchase
I was expecting real life, in depth case studies. Instead I got a rather simplistic view of lean. A lot of the content in the book is real common sense. There is no doubt that lean processes are a must for the company. The book tends to spend 3/4 of its time trying to make that statement, with some high level strategic content thrown about.

If you are expecting content such as how companies do VSM, and tactical challenges in doing VSMs you are reading the wrong book. But if you are interested in knowing what is a VSM, and high level overview of how VSMs are done, then this may be the book for you. ***DONT EXPECT TO BE IN A POSITION OF LEADING A LEAN INITIATIVE AFTER READING THIS BOOK***

Good book for getting introduced to lean concepts. Not much for those looking beyond concepts.
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