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Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient.
Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.
Lean thinking is a mindset as well, as the name would suggest.
With Lean principles we are enacting a positive way of thinking and acting that allows profitable choices to be implemented across the entire organisation. In this process of positive implementation and enacting, there are pivotal principles, tools and methodologies that Lean-thinking organisations are implementing to get the best results.
Lean thinking provides a way to specify value, sequence value-creating actions in the best way, conduct these activities without interruption whenever someone requests them, and perform them more and more effectively.
This video is designed for people with little experience in Lean Thinking. It covers where the approach came from, what it involves and how it can ...
Lean thinking is about more than a process.