- 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
Lean Solutions: Wie Unternehmen und Kunden gemeinsam Probleme lösen (German) Hardcover – 1 Aug 2006
|New from||Used from|
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
If you are a seller for this product, would you like to suggest updates through seller support?
Most Helpful Customer Reviews on Amazon.com (beta) (May include reviews from Early Reviewer Rewards Program)
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...
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.
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. "
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.