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Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Prof [Livre audio] [Anglais] [MP3 CD]

Stephen A. Ruffa

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Description de l'ouvrage

19 juin 2008
Going Lean sets aside the notion that efficient operations and new innovations are only possible when business is steady and demand is growing. Instead, companies must learn that disruption and loss need not undermine their results. Following the lead of a new breed of companies - Toyota, Wal-Mart, and Southwest Airlines - a new, powerful, yet unexpected mindset is reshaping the rules for business. By using "Lean Dynamics" - based on the now-famous Toyota Production System - success can be the outcome.
--Ce texte fait référence à l'édition Relié .

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Quatrième de couverture

With excellent timing, considering recent events in the global economy, this book demonstrates how companies can use lean principles to help them steer through tough times. Using examples from successful companies that survived crises such as 9/11 and the resulting economic downturn, as well as the oil crisis of 1980s, Ruffa shows how the techniques those companies used can be employed to help weather a crisis."

--Houston Business Journal

“In GOING LEAN, Stephen A. Ruffa spotlights examples from the automotive, airline, and retail industries, offering potent lessons on how companies drive innovation, promote sustainability and create value in the face of uncertainty. The backbone of the book lies in the well-thumbed ideologies of the Toyota Production System.”

---T&D magazine

 “Ruffa describes the concept of lean dynamics for use in improving business during uncertain times, which combines lean manufacturing with initiatives that use internal measures to deal with external conditions. He argues that efficient operations and innovation do not have to only occur in times of stability and uses examples from companies like Toyota, Southwest Airlines, and Wal-Mart for illustration. Ruffa is an aerospace engineer and researcher who originated the concept of lean dynamics.”

---Book News

(Annotation ©2008 Book News Inc. Portland, OR)

Book News:  http://booknews.com/ref_issues/ref_nov2008/amacom1.html


--Ce texte fait référence à l'édition Relié .

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Amazon.com: 4.1 étoiles sur 5  10 commentaires
5 internautes sur 5 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Lean Dynamics in a Chaotic World 16 juillet 2008
Par Patricia E. Moody - Publié sur Amazon.com
When traditional managers apply traditional methods to chaotic events - Katrina, for example,or steep oil price increases - they get - you guessed it - traditional, disappointing results. Enter Steve Ruffa's approach to lean, as demonstrated by Toyota,Walmart and Southwest Airlines, three notches and two thousand miles above day to day lean operations. Ruffa provides hard answers and clear examples to the questions managers have been struggling with for over 15 years - how to take lean into bigger, crazier, more dangerous environments. Cross a hard aerospace engineer who loves real numbers, with great and flexible lean giants, and what you get is an over-riding lean approach dubbed Lean Dynamics by Shingo Prize winning author Ruffa, that US industries need right now. My only complaint? The title should have been Lean Dynamics.
5 internautes sur 5 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A Must have for the Lean Practitioner! 14 juillet 2008
Par Joseph J. Hall - Publié sur Amazon.com
This Audio CD of the Book "Going Lean" by Stephen Ruffa is a must have for the Lean Practitioner or any one in a leadership postion in the 21st Century who wants to lead their team to excellence.

Ruffa does a great analysis and expands on current (2008) global business culture for multinational corporations in current times. Going Lean brings us up to date on earlier publication by Jim Womack, (The Machine that changed the World, Lean Thinking) and Liker's (The Toyota Way). Ruffa also gives credit and supports the early Lean Pioneers (Henry Ford, Ono, Deming, Peter Drucker and more experts within the recent age of digitalization and globalization.

A good reference source for Business school students at the undergraduate and Graduate School Level.
4 internautes sur 5 ont trouvé ce commentaire utile 
2.0 étoiles sur 5 Not really a recommended lean book 21 mars 2012
Par Bas Vodde - Publié sur Amazon.com
Format:Relié|Achat vérifié
I picked up "Going Lean" without any recommendation as "just another Lean book." I usually enjoy reading Lean books and already consumed quite a few of them. I sort-of struggled through "Going Lean" and it wouldn't be on my list of Lean books to recommend. I felt it is shallow, repetitive and even fairly traditional (rather than Lean :P).

Going Lean consists of 3 parts each containing 4 chapters.

Part 1 is called "From Crisis to Excellence." This is sort-of an introduction part where the author describes the problems with the current system of management and how this will need to change. He dives into history to look at Ford and Toyota and how Ford created a huge innovation but then lost their competitive edge because of their disability to compete based on changes. Chapter 3 introduces one of the key concepts of the book called "value curve" which basically describes that traditionally businesses are optimized towards a certain amount of production (economy of scale) and lean companies are optimized towards a more linear cost/value ration (which other authors might call "economy of flow"). Also, this part of the book introduces a term the author seems to have invented called "lean dynamics" which is the the authors flavor of lean. I found it unneeded to introduce another flavor of Lean and was slightly annoyed by this.

Part 2 is called "The Foundational Element" which suggests fairly abstract things that would need to be in place in order to implement "lean dynamics". It starts with a focus on measurement and it especially criticizes internal measurements and promotes more external measurements of value. It talks about the "bullwhip" effect and how you shouldn't optimize from your company perspective but throughout the whole value stream. It covers leveling the variation by grouping different products into "product groups" (which the author stressed a lot) and explains how organizations ought to move from push production to lean pull productions.

Part 3 is called "Implementing Lean Dynamics" which basically describes all the traditional top-down driven change management concepts for implementing a "Lean Dynamics Program" even though some of the Lean proponents lessons from Toyota have always been that Lean isn't a Program but a result of a problem-solving culture. Here, I personally felt very disappointed with the authors writing as it focused very little on the people and the culture of an organization and much more on management and measurement and traditional aspects of organizations. The last chapter in this part covers several pitfalls for your lean dynamics transformation program.

I didn't really enjoy the book. The writing felt like a lot of marketing and selling speech. The common examples used (Walmart, Toyota, Southwest) have been used again and again. Some other examples were interesting though (Hibbett, Garrity Tool company). I was annoyed by the amount of repetition and the shallow-ness of the book. Also, the traditional focus on how to manage change projects was... well... not interesting. All in all, I wouldn't suggest to read this book about Lean but instead pick up the traditional Womack Jones books such as Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated and Lean Solutions: How Companies and Customers Can Create Value and Wealth Together or the Liker Toyota books such as The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer or Toyota Culture: The Heart and Soul of the Toyota Way. For more original insight on Toyota, I'd look for Ohno and stories such as Taiichi Ohno's Workplace Management and The Birth of Lean. Even as an overview to Lean, I don't think this is a book that you ought to pick up, especially as the author cherry-picks lean concepts and adds his own favorites (e.g. value curves).

All that said, this book wasn't bad either. It didn't contains much things that were wrong and the author did share some of his own experiences which added some new value and insights. Therefore, I've been thinking about whether it ought to be a 2 or a 3 star rating and decided to stick with 2 stars. Leave this and look for other Lean books, unless you read all the others already (but then this one doesn't provide much new insights)
2 internautes sur 2 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A Must Read 12 janvier 2009
Par David J. Rizzardo - Publié sur Amazon.com
Format:Format Kindle
Going Lean is a must read for both the Lean veterans and those just initiating their Lean journeys. Again, Ruffa successfully provides an excellent book that doesn't just fall into the "same as" type of Lean category. By providing data on organizations across diverse sectors, he shows the far reaching applicability of Lean principles. His "value curve" clearly depicts the separation of the Lean versus the not-quite-so Lean organizations, and Ruffa's work, as usual, is backed by solid research. I highly recommend this book.
1 internautes sur 1 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 informative. 28 octobre 2013
Par Brandon Ulwelling - Publié sur Amazon.com
Format:Format Kindle|Achat vérifié
This will help me understand more relating to my employers lean initiatives. I would recommend this to anyone the is employed or plans to be.
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