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James P. Womack

James P. Womack

Founder and Senior Advisor, Lean Enterprise Institute

Management expert James P. Womack, Ph.D., is the founder and senior advisor to the Lean Enterprise Institute, Inc., a nonprofit training, publishing, conference, and management research company chartered in August 1997 to advance a set of ideas known as lean production and lean thinking, based initially on Toyota’s business system and now being extended to an entire lean management system.

The intellectual basis for the Cambridge, MA-based Institute is described in a series of books and articles co-authored by Womack and Daniel Jones over the past 20 years. The most widely known books are: The Machine That Changed the World (Macmillan/Rawson Associates, 1990), Lean Thinking (Simon & Schuster, 1996), Lean Solutions (Simon & Schuster, 2005), and Seeing The Whole Value Stream (Lean Enterprise Institute, 2011). Articles include: "From Lean Production to the Lean Enterprise" (Harvard Business Review, March-April, 1994), "Beyond Toyota: How to Root Out Waste and Pursue Perfection" (Harvard Business Review, September-October, 1996), “Lean Consumption” (Harvard Business Review, March-April, 2005).

Womack received a B.A. in political science from the University of Chicago in 1970, a master's degree in transportation systems from Harvard in 1975, and a Ph.D. in political science from MIT in 1982 (for a dissertation on comparative industrial policy in the U.S., Germany, and Japan). During the period 1975-1991, he was a full-time research scientist at MIT directing a series of comparative studies of world manufacturing practices. As research director of MIT’s International Motor Vehicle Program, Womack led the research team that coined the term “lean production” to describe Toyota’s business system.

Womack served as the Institute's chairman and CEO from 1997 until 2010 when he was succeeded by John Shook.

Jim Womack can be contacted at:

Lean Enterprise Institute
215 First Street, Suite 300
Cambridge, MA, 02142
e-mail: jwomack@lean.org
Tel: 617-871-2900
Fax: 617-871-2999

Articles by James P. Womack
Introduction by Jim Womack Gemba Walks, 2nd Edition
See the Table of Contents from the book Gemba Walks, 2nd Ed. More »
The Work of Management
See the Table of Contents from the book Gemba Walks, 2nd ed. More »
Gemba Walks Note to 2nd Edition
See the Note to 2nd Edition from the book Gemba Walks, 2nd Ed. More »
Bad People or Bad Process?
See the Table of Contents from the book Gemba Walks, 2nd ed. More »
Constancy of Purpose Gemba Walks, 2nd ed.
See the Table of Contents from the book Gemba Walks, 2nd ed. More »
Gemba Walks, 2nd Ed. Foreword by John Shook
See the Foreward by John Shook from the book Gemba Walks, 2nd Ed. More »
Books by James P. Womack
Gemba Walks, 2nd Edition Gemba Walks, 2nd Edition
A collection of essays by Jim Womack based on the many gemba walks he has taken around the world. The 2nd edition contains 12 new essays in sectors such as healthcare and government. More »
Lean Thinking, 2nd Edition Lean Thinking, 2nd Edition
In the expanded second edition of the landmark book Lean Thinking, the authors revisit the companies studied in the first edition to discover that the continuing application of lean thinking has permitted these firms to prosper. In the first of two new chapters, the authors track the trend in inventory turns – the lean metric that cannot lie – across all industries, singling out one industry for special praise. Then they return to companies examined in the original book, reexamining the progress at Toyota, Wiremold, Porsche, Lantech, Pratt & Whitney, and Freudenberg-NOK. In this variety of companies and production environments, More »