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The Machine That Changed the World: The Story of Lean Productionby James Womack
Synopses & Reviews
Based on the Massachusetts Institute of Technology's five-million-dollar, five-year study on the future of the automobile, a groundbreaking analysis of the worldwide move from mass production to lean production.
Japanese companies are sweeping the world, and the Japanese auto industry soars above the competition. Drawing on their in-depth study of the practices of ninety auto assembly plants in seventeen countries and their interviews with individual employees, scholars, and union and government officials, the authors of this compelling study uncover the specific manufacturing techniques behind Japan's success and show how Western industry can implement these innovative methods. The Machine That Changed the World tells the fascinating story of "lean production," a manufacturing system that results in a better, more cost-efficient product, higher productivity, and greater customer loyalty. The hallmarks of lean production are teamwork, communication, and efficient use of resources. And the results are remarkable: cars with one-third the defects, built in half the factory space, using half the man-hours. The Machine That Changed the World explains in concrete terms what lean production is, how it really works, and--as it inevitably spreads beyond the auto industry--its significant global impact.
Book News Annotation:
Reprint of the Roos, Jones, and Womack (all with the Motor Vehicle Program at MIT) report on the latest Japanese challenge to world manufacturing--"lean production". Originally published by Rawson Associates.
Annotation c. Book News, Inc., Portland, OR (booknews.com)
Based on MITUs $5 million, five-year study on the future of the automobile, three directors of research deliver a groundbreaking analysis of the worldwide move from mass production to lean production.
This volume carefully traces the rise of the Toyota system from its take-off point in Ford's mass production system to its spread across the world, starting with the NUMMI joint venture with General Motors in California and now advancing in Europe, Latin America, and East Asia as well. It then identifies and describes the advantages of this system, which needs less of everything including time, human effort, inventories, and investment to produce products with fewer defects in smaller volumes at lower costs for fragmenting markets. The Machine That Changed the World even gave the system its name: lean.
In the decade since its launch in the fall of 1990, The Machine That Changed the World has sold more than 600,000 copies in 11 languages and has introduced a whole generation of managers and engineers to lean thinking. No lean library is complete without this groundbreaking book.
The fundamentals of this system are applicable to every industry across the globea and] will have a profound effect on human society. It will truly change the world. - New York Times
Paperback / 1990 / 323 pages
Includes bibliographical references and index.
About the Author
Daniel Roos, Ph.D., is director of the International Motor Vehicle Program at MIT. James P. Womack, Ph.D., is the research director of the program, and Daniel T. Jones is the program's European research director.
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