Gemba Walks, 2nd Edition (eBook)

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Gemba Walks, 2nd Edition (eBook)
by Jim Womack

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ABOUT THIS ITEM

In 12 new essays, ranging from the provocative to the practical and written specially for the second edition of Gemba Walks author and management expert Jim Womack reflects on the past 30 years of lean, and assesses the current state of lean today.

He also shares thoughts on how lean thinking and practice can continue to make the world a better place in areas such as government and healthcare, provides practical guidance for how leaders everywhere can realize the full benefits of a lean management system, and shares his hope for continued improvement on the path to better work and more value.

Over the past 30 years, Womack has developed a method of going to visit the gemba at countless companies and keenly observing how people work together to create value. Gemba Walks shares his insights on topics ranging from the application of specific tools, to the role of management in sustaining lean, as well as the long-term prospects for this fundamental way of creating value. Reading this book will reveal to readers the basis for the critical lean practice: go and see, ask why, and show respect.

Womack explains:

whatever happened to Toyota and what happens next to lean?
how lean got its name 25 years ago; a special essay co-authored by Jim and John Krafcik, president and CEO, Hyundai Motors America
work, management, and leadership—what is the real work of the lean leader?
don’t offshore or reshore—leanshore
why companies need fewer heroes and more farmers
how “good” people who work in “bad” processes become as “bad” as the process itself
how the real practice of showing respect means helping workers frame and solve their own problems
how the short-term gains from lean tools can be translated to enduring change by lean management.
how the lean manager has a “restless desire to continually rethink the organization’s problems, probe their root causes, and lead experiments to test the best currently known countermeasures”

By sharing his personal path of discovery, Womack sheds new light on the continued adoption and development of the most important new business system of the past fifty years. His journey will provide courage and inspiration for every lean practitioner today.

ISBN-13: 978-1-934109-45-8

SKU: 9458eBook

Publication Date: October 22, 2013

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About the Author

James P. Womack

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

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Sustaining Lean Gains by Taking a (Gemba) Walk Featuring Jim Womack View the Webinar Download the Slides View the video follow-up Q&A

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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.

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Book Excerpts

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.

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