The Machine That Changed the World : How Lean Production Revolutionized the Global Car Wars

Title: The Machine That Changed the World : How Lean Production Revolutionized the Global Car Wars
Author: Daniel Roos, Daniel T. Jones, James P. Womack
ISBN: 1847370551 / 9781847370556
Format: Soft Cover
Pages: 339
Publisher: Simon and Schuster
Year: 2007
Availability: Out of Stock

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Toyota was half the size of General Motors. Today Toyota is passing GM as the world's largest auto maker and is the most consistently successful global enterprise of the past fifty years. This management classic was the first book to reveal Toyota's lean production system that is the basis for its enduring success.Now reissued with a new Foreword and Afterword, Machine contrasts two fundamentally different business systems -- lean versus mass, two very different ways of thinking about how humans work together to create value. Based on the largest and most thorough study ever undertaken of any industry -- MIT's five-year, fourteen-country International Motor Vehicle Program -- this book describes the entire managerial system of lean production.Nearly twenty years ago, Womack, Jones, and Roos provided a comprehensive description of the entire lean system. They exhaustively documented its advantages over the mass production model pioneered by General Motors and predicted that lean production would eventually triumph. Indeed, they argued that it would triumph not just in manufacturing but in every value-creating activity from health care to retail to distribution.Today The Machine That Changed the World provides enduring and essential guidance to managers and leaders in every industry seeking to transform traditional enterprises into exemplars of lean success.

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Foreword 2007.Why Toyota Won : A Tale of Two Business Systems
Before You Begin This Book

Chapter 1 : The Industry of Industries in Transition

The Origins of Lean Production
Chapter 2 : The Rise and Fall of Mass Production
Chapter 3 : The Rise of Lean Production

The Elements of Lean Production
Chapter 4 : Running The Factory
Chapter 5 : Designing The Supply Chain
Chapter 6 : Coordinating The Supply Chain
Chapter 7 : Dealing with Customers
Chapter 8 : Managing The Lean Enterprise

Diffusing Lean Production
Chapter 9 : Confusion About Diffusion
Chapter 10 : Completing The Transition

Epilogue
Afterword 2007.What We have Learned About Lean Production Since 1990
Notes
Appendixes
A : International Motor Vehicle Program Sponsoring Organizations
B : International Motor Vehicle Program Research Affiliate Team
C : Imvp Program and Forum Participants
Acknowledgments
Index