Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated 学会思考 下载 115盘 pdf snb 夸克云 tct kindle azw3

The core of the lean model remains the same in the new edition. All businesses must define the "value" that they produce as the product that best suits customer needs. The leaders must then identify and clarify the "value stream," the nexus of actions to bring the product through problems solving, information management, and physical transformation tasks. Next, "lean enterprise" lines up suppliers with this value stream. "Flow" traces the product across departments. "Pull" then activates the flow as the business re-orients towards the pull of the customer's needs. Finally, with the company reengineered towards its core value in a flow process, the business re-orients towards "perfection," rooting out all the remaining muda (Japanese for "waste") in the system.

Preface to the 2003 Edition

Preface to the First Edition: From Lean Production to Lean Enterprise

PART I: LEAN PRINCIPLES

Introduction: Lean Thinking versus Muda

1. Value

2. The Value Stream

3. Flow

4. Pull

5. Perfection

PART I1: FROM THINKING TO ACTION: THE LEAN LEAP

6. The Simple Case

7. AHarder Case

8. The Acid Test

9. Lean Thinking versus German Technik

10. Mighty Toyota; Tiny Showa

11. An Action Plan

PART II1: LEAN ENTERPRISE

12. A Channel for the Stream; a Valley for the channel

13. Dreaming About Perfection

PART IV: EPILOGUE

14. The Steady Advance of Lean Thinking

15. Institutionalizing the Revolution

Afterword:The Lean Network

Appendix:Individuals and Organizations Who Helped

Glossary

Notes

Bibliography

Index

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需要纠正的错误，生产无需求的产品，造成的库存和积压，不必要的工序，员工的盲目走动，由于上道工序发送传递不及时，使下一道工序的人等待，商品和服务不能满足客户要求

“浪费”，专指消耗了资源而不创造价值的一起人类活动：

1. 需要纠正的错误；

2. 生产了无需求的产品；

3. 由此造成的库存和积压；

4. 不必要的工序；

5. 员工的盲目走动；

6. 货物从一地到另一地的盲目搬运；

7. 由于上道工序发送传递不及时，使做下一道工序的人只能等待；

8. 商品和服务不能满足客户要求。

如果三天之内你还没取得重大改进，你肯定有什么事情做得不对头

他们对精益生产方式的整个体系一无所知，却想孤立地推行精益系统的各个部分。

书籍介绍

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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.

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