James P. Womack Book order

This collection thinks about two main things: the efforts we make as individuals to find some form of connection between ourselves, and the efforts we make as a group to connect to the environment we live in.

This third collection from award-winning poet and translator James Womack is a long poem remaking the Elegies of the 'last Roman poet' Maximianus, boldly exploring sex and old age.

A book of lying monologues playing with the idea that confession is necessarily truthful.

The life of lean is experiments. All authority for any sensei flows from experiments on the gemba [the place where work takes place], not from dogmatic interpretations of sacred texts or the few degrees of separation from the founders of the movement. In short, lean is not a religion but a daily practice of conducting experiments and accumulating knowledge." So writes Jim Womack, who over the past 30 years has developed a method of going to visit the gemba at countless companies and keenly observing how people work together to create value. Over the past decade, he has shared his thoughts and discoveries from these visits with the Lean Community through a monthly letter. With Gemba Walks, Womack has selected and re-organized his key letters, as well as written new material providing additional context. 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 new way of creating value. Reading this book will reveal to readers a range of lean principles, as well as the basis for the critical lean practice of: go see, ask why, and show respect. Womack explains: * why companies need fewer heroes and more farmers (who work daily to improve the processes and systems needed for perfect work and who take the time and effort to produce long-term improvement) * how "good" people who work in "bad" processes become as "bad" as the process itself * how the real practice of showing respect comes down to helping workers frame and solve their own problems * how the short-term gains from lean tools can be translated to enduring change from 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 co

Documents the evolution and application of "lean production" principles within the automobile industry, drawing on an MIT global study of industrial competition while documenting how Toyota implemented the lean business system at all stages from development and production to sales and service. Reprint. 25,000 first printing.

For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota and also known as policy deployment, has proven to be the most effective process for meeting this ongoing challenge.In his book, Getting the Right Things Done, Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company's lean What kind of planning system is required to inspire meaningful company-wide continuous improvement?How might we change existing mental models that do not support a culture of continuous improvement?Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean.Getting the Right Things Done chronicles the journey of the company and its President and COO, an experienced lean leader who was hired five years ago to steer Atlas in the right direction. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve. Atlas’ “Something was a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places.” Enter strategy deployment.The book is designed to provide readers with a framework for understanding the key components of strategy agreeing on the company's “True North,” working within the PDCA cycle, getting consensus through “catch-ball,” the deployment leader concept and A3 thinking. It links action to theory and reminds us that lean tools - like value-stream maps, kaizen events, and 5S - are only the means to an end, not ends in themselves.

In this text, the authors show consumers and companies alike how they can align their goals to achieve greater value with less waste.