Dr. James Womack is the father of the lean movement and has been talking about creating value through continuous innovation around deep customer understanding for many years. Jim will share his insights about value creation in a fast moving world where customers often seek a solution to complex problems involving many products rather than a single product: Mobility rather than a car, or health support to prevent disease rather than just an insurance policy. You can’t afford to miss this important talk.
- Recieved 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).
- Co-author of 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).
- Sustaining Lean Gains by Taking a (Gemba) Walk
Featuring Jim Womack
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- Lean Transformation Summit The summit is a two-day event designed for mid- to upper-level managers, with a focus on sustaining the lean journey, and insights into innovative ways to enhance your lean journey. You'll learn from leading lean practitioners and colleagues who have faced the same challenges you face now. You'll also enjoy the industry's best networking to build (or continue to build) your own network of lean thinkers.
- Table of Contents
- Foreword by John Shook
- A Note on the Second Edition
- Introduction by Jim Womack
- Bad People or Bad Process? Through the lens of a customer in an airport, Womack looks at how "bad" or unsynchronized processes can often result in people blaming other "bad" people for problems rather than examining processes.
- Constancy of Purpose Visiting a company 14 years into its lean journey, Womack reflects on how important constancy of focus is for management to sustain a lean transformation.
- The Work of Management Womack looks at what managers do that actually create value.