Published: 1 June 2008
Air & Space Power Journal - Summer 2008

Lean Thinking: Banish Waste and Create Wealth in Your Corporation, revised and updated by James P. Womack and Daniel T. Jones. Free Press (a division of Simon and Schuster) (http://www.simonsays.com), 1230 Avenue of the Americas, New York, New York 10020, 2003, 400 pages, $30.00 (hardcover).

In their superb book Lean Thinking, James P. Womack and Daniel T. Jones offer hard-hitting, practical principles on banishing waste and improving productivity in organizations. Success for the leader is the ultimate destination, and that depends on the tools we bring with us. Lean Thinking will help leaders develop the skills they need for a successful journey in combating waste. As defined by Womack and Jones, “lean” involves the ongoing elimination of unnecessary, non-value-added steps within a process, which contributes to bottom-line results, increased competitiveness, and improved levels of customer service. As prescribed in this book, lean thinking offers a way to make work more satisfying and challenging by providing regular feedback on efforts to convert waste into value. Differing noticeably from the recent emphasis on process and organizational reengineering, lean provides a way to create a new methodology and design for work rather than just destroying jobs for the sake of achieving efficiency. A classic, this book serves as a map, guide, and manual on how to create real, lasting value in any organization. In several respects, Lean Thinking is relevant to Air Force Smart Operations for the twenty-first century since it addresses continuous process improvement and makes sense of the concept and practices of lean. A powerfully compelling aspect of the book is that it strategically considers not only how to think of lean but also what to think of it.

The authors have written a timely, intelligent, and comprehensive text that addresses provocative ideas for driving greater efficiency in eliminating waste. Their innovative strategy encompasses initiatives touching all of an organization’s business functions and processes. They correctly argue that waste is the enemy. In their judgment, to consume, spend, or employ uselessly or without adequate return is dysfunctional, counterproductive, and potentially devastating to any activity. It is obvious to the reader that the more savings we achieve, the more committed we become to finding even more opportunities to further improve the way we do business and generate additional savings. If companies wish to survive, continuous improvement in reducing waste must become a priority organizational value. This is a clear imperative in any highly competitive global environment. The authors contend that practitioners who have a passion for improving the way they operate need a simple-to-read and simple-to-use source, coupled with improvement strategies that bring usable tools to the workplace. By correctly utilizing these methods, and providing proper leadership and commitment, they can make a major difference in the conduct of work.

Appearing on Business Week’s best-seller list of business books, Lean Thinking consists of four interrelated parts. Part one, “Lean Principles,” explains actionable principles for creating lasting value in any business venture. This requires a conscious attempt to precisely define product value, capabilities, and prices through a dialogue with customers. Applying these principles in a step-by-step process necessitates close observation of the entire set of activities entailed in creating and producing a value-added product or service. Part one considers redefining the work of functions and departments within organizations, submitting that the reengineering movement has recognized that departmental thinking without a broader organizational vision can become one-dimensional and suboptimal. A key aspect of this involves employing the principle to shift attention from organizational categories (departments) to lean, thus value-creating strategic processes. It also speaks persuasively to lean metrics by analyzing profiled companies that have successfully utilized lean thinking. Pointing to Toyota as their leading exemplar of lean, the authors carefully explain the mechanics of why that company has achieved real and sustainable value for its customers, employees, and the company itself. Key elements of Toyota’s success concern production methods, product distribution, uses of technology, car service, and a highly effective business cycle. But omitted from this list, as elsewhere in the book, is the role of the leader and leadership as opposed to management. Books of this type should encourage a better balance between these two concepts. This reviewer holds that the practice of lean must address how organizations can free their people from time-consuming activities to enable them to have more opportunity to implement the processes cited in Lean Thinking. Much of the potential of this type of reflection disappears unless one grasps the realities of each aspect of part one. Labeled “perfection,” this portion of lean stresses the careful integration of all the concepts cited within part one. By seriously considering and holistically implementing these ideas, one can make significant advances in getting lean thinking “right.”

The message in part two, “From Thinking to Action,” is both simple and profound—the mark of deep experience. Acting on the belief that the true end of thought is action, the authors show how to apply the principles addressed in part one, doing so not with any idealistic notions but in a step-by-step, businesslike approach, considering both large and small companies. Like readers of Alice in Wonderland, we learn from it according to the background we bring to the reading. Relying on a variety of case studies and experiences from the United States, Germany, and Japan, part two radiates lean’s realistic and clear-eyed approach from thinking to action. Selected topics addressed include installing business systems to encourage lean thinking, teaching lean thinking and skills to everyone, creating a workable action plan, and being aware of costs at every level in any operation. The latter topic has particular relevance to lean in that today, in both government and business, no one has a blank check. Thus organizations must become significantly more effective and efficient (the central message in lean). Absent here and in other portions of the book, however, are the element of cultural change and its fundamental psychology—as well as ways to bring it about.

Part three optimizes the value created for the customer while minimizing time, cost, and errors. Entitled “Lean Enterprise,” it portrays the need to focus intently on the customer. Correctly concluding that responsive customer relations account for most of the value perceived by customers, the authors recommend that firms conduct rapid analyses and then take fast-strike improvement actions to ensure they meet customer needs. This type of action requires total organizational support.

In part four, the “Epilogue,” Lean Thinking tracks trends in inventory and metric management. Looking to Toyota as an example, Womack and Jones have done some excellent work in capturing the basic process building blocks that contribute to the implementation of lean. Whereas many companies in the United States are rushing to manufacture in China, Toyota is bringing its cars and huge profit making to this country. General Motors is retiring over 50,000 employees, but Toyota is hiring. In Texas, Toyota received job applications from over 115,000 people for fewer than 2,000 positions. Why? Toyota simply gives its people respect, provides them a sense of value regarding what they do, and promotes organizational effectiveness.

In summary, Lean Thinking, which includes a good glossary, notes, bibliography, index, and contributions from a member of individuals, is an excellent book to keep on the shelf. Readers should study it carefully, particularly in group settings. In the study of lean, few other publications, if any, can equal it.

Dr. Richard I. Lester
Eaker College for Professional Development
Maxwell AFB, Alabama

Disclaimer

The conclusions and opinions expressed in this document are those of the author cultivated in the freedom of expression, academic environment of Air University. They do not reflect the official position of the U.S. Government, Department of Defense, the United States Air Force or the Air University.