The Machine That Changed the World: The Story of Lean by James P. Womack

By James P. Womack

This e-book includes the entire seeds of the tilt construction rules. A needs to for the intense Lean Practitioner. this is often the main influential publication at the topic. but it wishes loads of learn and deep knowing yet it is worthy it for the perception and Lean foundations it offers.

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This fact ivas even more apparent because Takaoka's aisles are so narrow. Toyota's philosophy about ihe amount of plant space necded for a given production volume is just the opposite of GM's a l Framingham: Toyota believes in having as little space as possible so that face-to-face communication among workers is easier, and there is no room to store inventories. GM, by contrast, has believed that extra space is necessary to work on \gehicles needing repairs and to store the large inventories needed io ensure smooth production.

Silice cven higli \sragcs \vere le to prevent double-digit absenteeism ir1 ii-iost ninss-producnies ni:eded a large grorip of utility hose employees wbo dirln'i show up Managers a t headquarters generally g r ~ d e dfactor? managcment on two criteria-yield and quality. Yield was the number o l ,*' cars actually produced iii relation to ihe scheduled numher, anci qualiiy was out-the-door quality, alter vehicles liad defcctive par-ts repaired. Factory managers knew that falling hclo~vtlie nssignctl production target spelled big irouble, and that mistakes could, il' necessary, be fixed iri the rcwork arca, after the end ol' ~ l i ciine bui befoi-e the cars reached the quality checker from hea~lquai-ters stationed a t the shipping dock.

Framingham was closed forevcr in the summer of 1989. RUNNING THE FACTORY ssembly Plan1 Productiviiy, Volume Producers, 1989 SURlEYlNC THE WORLD Once we finished our initial survey, we were determined to press ahead on a survey of the entirc world. We werc motivated partly by the fact that the companies and governments sponsoring us wanted to know where they stood and partly by the knowledge that a survey ol three plants could not answer a number of questions about \\,ha!. roles automalion, manulacturability, product variety, aiid rrianagement practices play in the success of manufacturing.

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