When James Womack, Daniel Jones, and Daniel Roos wrote THE MACHINE THAT CHANGED THE WORLD in 1990, Japanese automakers, and Toyota in particular, were making a strong showing by applying the principles of lean production. However, the full power of lean principles was unproven, and they had not been applied outside of the auto industry. Today, the power of lean production has been conclusively proved by Toyota's unparalleled success, and the concepts have been widely applied in many industries. Based on MIT's pioneering global study of industrial competition, THE MACHINE THAT CHANGED THE WORLD offers a groundbreaking analysis of the entire lean business system, including product development, supplier management, sales, service, and production - an analysis even more relevant today as GM and Ford struggle to survive and a wide range of British abd American companies embrace lean production. A new Foreword by the authors brings the story up to date and details how their predictions were right. As a result, this reissue of a classic is as insightful and instructive today as when it was first published.lean production a is to manufacture a large fraction of the parts a engine, transmission, and so forth a for the car at Hermosillo and ... The Mexican government dramatically altered its strategy at the end of 1989 to make this approach more feasible, not just for Hermosillo but ... GM, Ford, Chrysler, Nissan, and VW might assemble in Mexico a for sale to the entire North American market a cheap, ... And some way must be found around the 25-percent American tariff on pickup trucks.
|Title||:||The Machine That Changed the World|
|Author||:||James P. Womack, Daniel T. Jones, Daniel Roos|
|Publisher||:||Simon and Schuster - 2008-12-09|