Expanded, updated, and more relevant than ever before, this bestselling business classic by two internationally renowned management analysts represents a business system for the twenty-first century.

Expanded, updated, and more relevant than ever before, this bestselling business classic by two internationally renowned management analysts describes a company system for the twenty-first hundred years that supersedes the mass production system of Ford, the financial control system of Sloan, and the proper system about Trim Thinking: Banish Waste materials and Create Wealth inside your Corporation, 2nd Ed of Welch and GE. It is based on the Toyota (slim) model, which combines functional quality with value-based ways of produce steady development through a wide range of economic conditions.

In contrast with the crash-and-burn performance of companies trumpeted by business experts in the 1990s, the firms profiled in Lean Pondering — from small Lantech to midsized Wiremold to niche producer Porsche to gigantic Pratt & Whitney — have continued keeping on, largely unnoticed, along a reliable upwards path through the market turbulence and crushed dreams of the early twenty-first century. Meanwhile, the leader in lean thinking — Toyota — has set its places on leadership of the global automobile industry within this decade.

Instead of continuously reinventing business models, lean thinkers get back to basics by asking what the client really perceives as value. (It’s often never what existing institutions and assets indicate.) The next step is to line up value-creating activities for a particular product along a value stream while removing activities (generally almost all) that don’t add value. Then the trim thinker creates a circulation condition in which the design and the product advance easily and rapidly on the pull of the customer (as opposed to the push of the producer). Finally, as flow and draw are implemented, the lean thinker boosts the cycle of improvement in search of perfection. The 1st part of this book describes each one of these ideas and makes them come alive with striking good examples.

Slim Thinking clearly demonstrates these simple ideas can breathe new life into any business in any industry in any country. But many managers need guidance on how to make the slim leap within their strong. Part II offers a step-by-step action plan, based on in-depth research of more than fifty slim companies in an array of industries around the world.

Even those readers who believe they have embraced slim thinking will quickly realize partly III that another dramatic leap can be done by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from recycleables to customer.

PARTLY IV, an epilogue to the original edition, the storyplot of trim thinking is brought up-to-date with a sophisticated action plan based on the experiences of a range of lean firms since the primary publication of Trim Thinking.

Lean Thinking will not provide a fresh management ‘system’ for the one-minute manager. Instead, it provides a new approach to thinking, of being, and, above all, of doing for the serious long-term supervisor — a way that’s changing the globe.