Following on from their book, The Machine that Changed the World, Womack and Jones have developed their ideas further with Lean Thinking. This book is aimed at any manager interested in sustaining growth within their industry. They define "lean thinking" as the elimination of unnecessary waste in business, and by outlining the principles and applications of this they link their theories to value for the customer.

Womack and Jones demonstrate the effectiveness of their approach through their research in both the U.S. and Europe. Citing examples from both simple and complex manufacturing processes, and from traditional technologies to high-tech companies, they show how their theories have been put into action.

They develop their ideas further by suggesting the application of lean thinking to the whole product cycle, from suppliers to customers. Taking the travel industry as an example, the authors show how their methods could eliminate long queues and waiting times for customers.

Based on the belief that companies should compete against perfection rather than each other, Lean Thinking provides a valuable new insight into methods of production management. And by applying the theories outlined in this book, managers across all sectors of the economy will be able to reduce waste and increase profitability.

Becoming Lean and Mean!, 27 Aug 2008
The only way to be competitive in the world marketplace is to be much more efficient. In other words "lean and mean." Efficient at engineering, efficient at manufacturing and efficient at meeting/exceeding customer expectations are all keys to becoming more competitive.

This book and their Machine that Changed the World are good resources for manufacturing facilities more lean. And...lean thinking leads to more lean thinking.

Using the Toyota system as a guide, Womack and Jones address how companies can eliminate waste and increase profits. They write:

"Our earnest advice to lean firms today is simple: To hell with your competitors; compete against perfection by identifying all activities that are muda and eliminating them. This is absolute rather than a relative standard which can provide the essential North Star for any organization."
Well written with many telling examples. Recommended!

The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking

Lean as a philosophy., 26 May 2008
I have bought half a dozen `Lean' books from Amazon in addition to several from other book shops, and this book stands head and shoulders above the rest. The difference is this book provides the `Why' behind Lean with the primary five steps (define value, map value, create flow, create pull, strive for perfection) and solid examples from internationally recognised companies. You get the feel for the `philosophy' and key principles which allow you to see the bigger picture. You will need other books to give you the tools that you require and there are several excellent ones available. The best analogy I can give is that if Lean was cooking, the `Lean Thinking' teaches you to cook, most of the rest are a series of superb recipes. And if you can learn to cook properly, you can try your own recipes.

A Business Paradox: Less Really Can Achieve More, 25 Sep 2005
This is a new and expanded second edition of a book first published in 1996. Of special interest to me was what Womack and Jones had to say in the preface regarding what has since happened to the companies previously discussed. Apparently lean thinking has enabled Toyota, Wiremold, Porsche, Lantech, and Pratt & Whitney to sustain operational excellence and economic prosperity.

Briefly, how do Womack and Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:

1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?

2. How can these principles be applied most effectively in real businesses, regardless of size or nature?

3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, and errors"?

In Part IV, Womack and Jones update the continuing advance of of lean thinking. They rack the trend in inventory turns and the progress of their profiled companies. Also of special interest to me was the discussion of what Womack and Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives and thereby "to raise consciousness about value and its components, leading to action."

Obviously, even if everyone involved within a given organization is committed to lean thinking, to creating value while (and by) eliminating waste, the process requires specific strategies and tactics to succeed. Hence the importance of the last chapter in this book., "Institutionalizing the Revolution." I presume to suggest that the process of lean thinking never ends. Inevitably, success creates abundance; abundance often permits waste. I also presume to suggest that priorities must first be set so that the implementation of lean thinking process does not inadvertently create or neglect waste in areas which influence the creation of value for customers.

Although highly readable, this is not an "easy read" because it requires rigorous thinking about what is most important to a given organization, rigorous thinking about the root causes (rather than the symptoms) of that organization's problems, and rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack and Jones share, I strongly recommend that decision-makers read and then re-read this book before getting together to exchange reactions to it. Out of that discussion, I hope, will come both a collective commitment to lean thinking and the personal determination of each executive to apply what she or he has learned from this book in operational areas where waste has most diminished value.

Good Conceptual Overview of Eliminating Waste in Producing, 28 May 2004
Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.

One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and converted them into lean operations. I know of no other set of case histories half as useful on this subject.

The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and write a hands-on guide. Much more benefit will follow.

If you are interested in understanding how a new business model of how to provide your products and/or services might work and what the benefits might be, Lean Thinking is a good place to start. Most executives and operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.

Based on my many years of experience with improving business processes, you will actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and are very insightful. You might try to start with that one.

One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.

I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.

Get the "muda" out of here., 25 Nov 2002
This book is better than "The Machine That changed the World." For that matter this book is more useful than most in the field, and not just for lean thinking. James P. Womack and Daniel T. Jones are unique in the approach this book takes in trying to understand the existing industry and realistic ways to implement lean thinking.

The major thing I found that helped me to read this book is that they are writing this book as some god consultant that tells how he single-handedly corrected a company as their all knowing all and seeing consultant. They took several industries and companies that there is no vested interest in and explain with realistic diagrams, how lean thinking differs from most traditional concepts and procedures.

The only thing I found disturbing was how they make the existing systems seem more complex than they are (The creation of soda cans from bauxite to bottler) and simplified the recycling procedure The point they are making is clear, It is just the way they show the examples that are skewed. It is like trying to sell a microwave egg cooker and telling you that this way the bacon grease will not splatter on your naked body. So who cooks eggs naked? And what if you still want bacon?

They describe that lean thinking is not just, an other form of existing systems, as MRP or JIT. I only wish they did not try to use so many Japanese words when the English ones work just fine.

Ignoring my quirks, this book is up to date and maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.

Becoming Lean and Mean!, 27 Aug 2008
The only way to be competitive in the world marketplace is to be much more efficient. In other words "lean and mean." Efficient at engineering, efficient at manufacturing and efficient at meeting/exceeding customer expectations are all keys to becoming more competitive.

This book and their Machine that Changed the World are good resources for manufacturing facilities more lean. And...lean thinking leads to more lean thinking.

Using the Toyota system as a guide, Womack and Jones address how companies can eliminate waste and increase profits. They write:

"Our earnest advice to lean firms today is simple: To hell with your competitors; compete against perfection by identifying all activities that are muda and eliminating them. This is absolute rather than a relative standard which can provide the essential North Star for any organization."
Well written with many telling examples. Recommended!

The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking

Lean as a philosophy., 26 May 2008
I have bought half a dozen `Lean' books from Amazon in addition to several from other book shops, and this book stands head and shoulders above the rest. The difference is this book provides the `Why' behind Lean with the primary five steps (define value, map value, create flow, create pull, strive for perfection) and solid examples from internationally recognised companies. You get the feel for the `philosophy' and key principles which allow you to see the bigger picture. You will need other books to give you the tools that you require and there are several excellent ones available. The best analogy I can give is that if Lean was cooking, the `Lean Thinking' teaches you to cook, most of the rest are a series of superb recipes. And if you can learn to cook properly, you can try your own recipes.

A Business Paradox: Less Really Can Achieve More, 25 Sep 2005
This is a new and expanded second edition of a book first published in 1996. Of special interest to me was what Womack and Jones had to say in the preface regarding what has since happened to the companies previously discussed. Apparently lean thinking has enabled Toyota, Wiremold, Porsche, Lantech, and Pratt & Whitney to sustain operational excellence and economic prosperity.

Briefly, how do Womack and Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:

1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?

2. How can these principles be applied most effectively in real businesses, regardless of size or nature?

3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, and errors"?

In Part IV, Womack and Jones update the continuing advance of of lean thinking. They rack the trend in inventory turns and the progress of their profiled companies. Also of special interest to me was the discussion of what Womack and Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives and thereby "to raise consciousness about value and its components, leading to action."

Obviously, even if everyone involved within a given organization is committed to lean thinking, to creating value while (and by) eliminating waste, the process requires specific strategies and tactics to succeed. Hence the importance of the last chapter in this book., "Institutionalizing the Revolution." I presume to suggest that the process of lean thinking never ends. Inevitably, success creates abundance; abundance often permits waste. I also presume to suggest that priorities must first be set so that the implementation of lean thinking process does not inadvertently create or neglect waste in areas which influence the creation of value for customers.

Although highly readable, this is not an "easy read" because it requires rigorous thinking about what is most important to a given organization, rigorous thinking about the root causes (rather than the symptoms) of that organization's problems, and rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack and Jones share, I strongly recommend that decision-makers read and then re-read this book before getting together to exchange reactions to it. Out of that discussion, I hope, will come both a collective commitment to lean thinking and the personal determination of each executive to apply what she or he has learned from this book in operational areas where waste has most diminished value.

Good Conceptual Overview of Eliminating Waste in Producing, 28 May 2004
Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.

One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and converted them into lean operations. I know of no other set of case histories half as useful on this subject.

The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and write a hands-on guide. Much more benefit will follow.

If you are interested in understanding how a new business model of how to provide your products and/or services might work and what the benefits might be, Lean Thinking is a good place to start. Most executives and operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.

Based on my many years of experience with improving business processes, you will actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and are very insightful. You might try to start with that one.

One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.

I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.

Get the "muda" out of here., 25 Nov 2002
This book is better than "The Machine That changed the World." For that matter this book is more useful than most in the field, and not just for lean thinking. James P. Womack and Daniel T. Jones are unique in the approach this book takes in trying to understand the existing industry and realistic ways to implement lean thinking.

The major thing I found that helped me to read this book is that they are writing this book as some god consultant that tells how he single-handedly corrected a company as their all knowing all and seeing consultant. They took several industries and companies that there is no vested interest in and explain with realistic diagrams, how lean thinking differs from most traditional concepts and procedures.

The only thing I found disturbing was how they make the existing systems seem more complex than they are (The creation of soda cans from bauxite to bottler) and simplified the recycling procedure The point they are making is clear, It is just the way they show the examples that are skewed. It is like trying to sell a microwave egg cooker and telling you that this way the bacon grease will not splatter on your naked body. So who cooks eggs naked? And what if you still want bacon?

They describe that lean thinking is not just, an other form of existing systems, as MRP or JIT. I only wish they did not try to use so many Japanese words when the English ones work just fine.

Ignoring my quirks, this book is up to date and maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.

Packed with Knowledge!, 30 Jun 2005
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new types of measurements into a comprehensive strategy. This book looks senior managers in the eye and asks, "Are you ready for the future?" Some executives respond to the challenge of change by tinkering, adding a few nonfinancial metrics to the "instrumentation cockpit" that tells them how their corporate ship is running. Others have spurned Balanced Scorecard because it requires CEOs to accept feedback from all levels of their organizations so they will know if their assumptions remain relevant amidst rapid change. To date, however, more than 300 major organizations have used this system to enhance their performance, and future prospects. Abraham Lincoln once said that the best thing about the future is that it comes only one day at a time. With apologies to Lincoln, we recommend this book to all senior executives and managers - because the future will be here sooner than you think.

Overcome Poor Communications and Bureaucracy for New Actions, 28 May 2004
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.

The series of books about The Balanced Scorecard includes The Strategy-Focused Organization and Strategy Maps. You'll love all three!

The text that brought performance measurement to the fore, 04 Jun 2002
One of the classic texts of the 1990s, the Balanced Scorecard has brought the importance of performance measurement to a generation of managers. It's still a worthwhile read, although more recent models, like the Performance Prism by Neely, seem much broader in scope.

A big disappointment, 01 Sep 1999
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.

Key Insights For Executives, Change Agents and Consultants, 11 Jul 1999
A much needed overview of why companies (and organizations) need a strategy linked to performance measures in a way that communciates the strategy throughout the organization. As much as I liked "The Balanced Scorecard" it is not as complete in the area of operations implimentation as I need when working with clients. I've found an excellent reference for operations managers to be "Operational Performance Measurement: Increasing Total Productivity" by Will Kaydos. Executives get the Scorecard, operations managers need different insight to make it work for them.

Becoming Lean and Mean!, 27 Aug 2008
The only way to be competitive in the world marketplace is to be much more efficient. In other words "lean and mean." Efficient at engineering, efficient at manufacturing and efficient at meeting/exceeding customer expectations are all keys to becoming more competitive.

This book and their Machine that Changed the World are good resources for manufacturing facilities more lean. And...lean thinking leads to more lean thinking.

Using the Toyota system as a guide, Womack and Jones address how companies can eliminate waste and increase profits. They write:

"Our earnest advice to lean firms today is simple: To hell with your competitors; compete against perfection by identifying all activities that are muda and eliminating them. This is absolute rather than a relative standard which can provide the essential North Star for any organization."
Well written with many telling examples. Recommended!

The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking

Lean as a philosophy., 26 May 2008
I have bought half a dozen `Lean' books from Amazon in addition to several from other book shops, and this book stands head and shoulders above the rest. The difference is this book provides the `Why' behind Lean with the primary five steps (define value, map value, create flow, create pull, strive for perfection) and solid examples from internationally recognised companies. You get the feel for the `philosophy' and key principles which allow you to see the bigger picture. You will need other books to give you the tools that you require and there are several excellent ones available. The best analogy I can give is that if Lean was cooking, the `Lean Thinking' teaches you to cook, most of the rest are a series of superb recipes. And if you can learn to cook properly, you can try your own recipes.

A Business Paradox: Less Really Can Achieve More, 25 Sep 2005
This is a new and expanded second edition of a book first published in 1996. Of special interest to me was what Womack and Jones had to say in the preface regarding what has since happened to the companies previously discussed. Apparently lean thinking has enabled Toyota, Wiremold, Porsche, Lantech, and Pratt & Whitney to sustain operational excellence and economic prosperity.

Briefly, how do Womack and Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:

1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?

2. How can these principles be applied most effectively in real businesses, regardless of size or nature?

3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, and errors"?

In Part IV, Womack and Jones update the continuing advance of of lean thinking. They rack the trend in inventory turns and the progress of their profiled companies. Also of special interest to me was the discussion of what Womack and Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives and thereby "to raise consciousness about value and its components, leading to action."

Obviously, even if everyone involved within a given organization is committed to lean thinking, to creating value while (and by) eliminating waste, the process requires specific strategies and tactics to succeed. Hence the importance of the last chapter in this book., "Institutionalizing the Revolution." I presume to suggest that the process of lean thinking never ends. Inevitably, success creates abundance; abundance often permits waste. I also presume to suggest that priorities must first be set so that the implementation of lean thinking process does not inadvertently create or neglect waste in areas which influence the creation of value for customers.

Although highly readable, this is not an "easy read" because it requires rigorous thinking about what is most important to a given organization, rigorous thinking about the root causes (rather than the symptoms) of that organization's problems, and rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack and Jones share, I strongly recommend that decision-makers read and then re-read this book before getting together to exchange reactions to it. Out of that discussion, I hope, will come both a collective commitment to lean thinking and the personal determination of each executive to apply what she or he has learned from this book in operational areas where waste has most diminished value.

Good Conceptual Overview of Eliminating Waste in Producing, 28 May 2004
Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.

One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and converted them into lean operations. I know of no other set of case histories half as useful on this subject.

The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and write a hands-on guide. Much more benefit will follow.

If you are interested in understanding how a new business model of how to provide your products and/or services might work and what the benefits might be, Lean Thinking is a good place to start. Most executives and operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.

Based on my many years of experience with improving business processes, you will actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and are very insightful. You might try to start with that one.

One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.

I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.

Get the "muda" out of here., 25 Nov 2002
This book is better than "The Machine That changed the World." For that matter this book is more useful than most in the field, and not just for lean thinking. James P. Womack and Daniel T. Jones are unique in the approach this book takes in trying to understand the existing industry and realistic ways to implement lean thinking.

The major thing I found that helped me to read this book is that they are writing this book as some god consultant that tells how he single-handedly corrected a company as their all knowing all and seeing consultant. They took several industries and companies that there is no vested interest in and explain with realistic diagrams, how lean thinking differs from most traditional concepts and procedures.

The only thing I found disturbing was how they make the existing systems seem more complex than they are (The creation of soda cans from bauxite to bottler) and simplified the recycling procedure The point they are making is clear, It is just the way they show the examples that are skewed. It is like trying to sell a microwave egg cooker and telling you that this way the bacon grease will not splatter on your naked body. So who cooks eggs naked? And what if you still want bacon?

They describe that lean thinking is not just, an other form of existing systems, as MRP or JIT. I only wish they did not try to use so many Japanese words when the English ones work just fine.

Ignoring my quirks, this book is up to date and maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.

Packed with Knowledge!, 30 Jun 2005
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new types of measurements into a comprehensive strategy. This book looks senior managers in the eye and asks, "Are you ready for the future?" Some executives respond to the challenge of change by tinkering, adding a few nonfinancial metrics to the "instrumentation cockpit" that tells them how their corporate ship is running. Others have spurned Balanced Scorecard because it requires CEOs to accept feedback from all levels of their organizations so they will know if their assumptions remain relevant amidst rapid change. To date, however, more than 300 major organizations have used this system to enhance their performance, and future prospects. Abraham Lincoln once said that the best thing about the future is that it comes only one day at a time. With apologies to Lincoln, we recommend this book to all senior executives and managers - because the future will be here sooner than you think.

Overcome Poor Communications and Bureaucracy for New Actions, 28 May 2004
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.

The series of books about The Balanced Scorecard includes The Strategy-Focused Organization and Strategy Maps. You'll love all three!

The text that brought performance measurement to the fore, 04 Jun 2002
One of the classic texts of the 1990s, the Balanced Scorecard has brought the importance of performance measurement to a generation of managers. It's still a worthwhile read, although more recent models, like the Performance Prism by Neely, seem much broader in scope.

A big disappointment, 01 Sep 1999
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.

Key Insights For Executives, Change Agents and Consultants, 11 Jul 1999
A much needed overview of why companies (and organizations) need a strategy linked to performance measures in a way that communciates the strategy throughout the organization. As much as I liked "The Balanced Scorecard" it is not as complete in the area of operations implimentation as I need when working with clients. I've found an excellent reference for operations managers to be "Operational Performance Measurement: Increasing Total Productivity" by Will Kaydos. Executives get the Scorecard, operations managers need different insight to make it work for them.

Easy to Swallow, 02 Feb 2006
Despite being in Programme Management, I have avoided financial text books as being dull and inpenetrable.
Finally realising that I had better knuckle-down and get my head round the financial short-hand, I quickly looked for a book.
As soon as I picked this up the information was leaping off the page into my brain, and it was actually interesting.
The excellent layout, with many clear diagrams, with pages of text opposite the visuals, enables you to absorb the information from many angles. Making assimulation and retention of the material a breeze.
Buy this book.

Amazing, 17 Mar 2004
Found exactly what I was looking for. Don't need any other book now on this topic

Excellent !!!!!!!!!!, 25 May 2003
Really excellent! One can see clearly that this book has been written based on questions from the classroom. Most topics are extremely well covered. I have red this book with pleasure because I had the impression that it took me on a voyage rather than a dull course. Congratulations to the chef .

Excellent, 19 Apr 2003
This book indeed clearifies a lot. It makes quite complex concepts very transparant and easy to use in practice. The difference between cash flow and profit, the relationship between ROI and ROTA, just to name a few, are well explained in a non-specialist language without being simplistic.

Becoming Lean and Mean!, 27 Aug 2008
The only way to be competitive in the world marketplace is to be much more efficient. In other words "lean and mean." Efficient at engineering, efficient at manufacturing and efficient at meeting/exceeding customer expectations are all keys to becoming more competitive.

This book and their Machine that Changed the World are good resources for manufacturing facilities more lean. And...lean thinking leads to more lean thinking.

Using the Toyota system as a guide, Womack and Jones address how companies can eliminate waste and increase profits. They write:

"Our earnest advice to lean firms today is simple: To hell with your competitors; compete against perfection by identifying all activities that are muda and eliminating them. This is absolute rather than a relative standard which can provide the essential North Star for any organization."
Well written with many telling examples. Recommended!

The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking

Lean as a philosophy., 26 May 2008
I have bought half a dozen `Lean' books from Amazon in addition to several from other book shops, and this book stands head and shoulders above the rest. The difference is this book provides the `Why' behind Lean with the primary five steps (define value, map value, create flow, create pull, strive for perfection) and solid examples from internationally recognised companies. You get the feel for the `philosophy' and key principles which allow you to see the bigger picture. You will need other books to give you the tools that you require and there are several excellent ones available. The best analogy I can give is that if Lean was cooking, the `Lean Thinking' teaches you to cook, most of the rest are a series of superb recipes. And if you can learn to cook properly, you can try your own recipes.

A Business Paradox: Less Really Can Achieve More, 25 Sep 2005
This is a new and expanded second edition of a book first published in 1996. Of special interest to me was what Womack and Jones had to say in the preface regarding what has since happened to the companies previously discussed. Apparently lean thinking has enabled Toyota, Wiremold, Porsche, Lantech, and Pratt & Whitney to sustain operational excellence and economic prosperity.

Briefly, how do Womack and Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:

1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?

2. How can these principles be applied most effectively in real businesses, regardless of size or nature?

3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, and errors"?

In Part IV, Womack and Jones update the continuing advance of of lean thinking. They rack the trend in inventory turns and the progress of their profiled companies. Also of special interest to me was the discussion of what Womack and Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives and thereby "to raise consciousness about value and its components, leading to action."

Obviously, even if everyone involved within a given organization is committed to lean thinking, to creating value while (and by) eliminating waste, the process requires specific strategies and tactics to succeed. Hence the importance of the last chapter in this book., "Institutionalizing the Revolution." I presume to suggest that the process of lean thinking never ends. Inevitably, success creates abundance; abundance often permits waste. I also presume to suggest that priorities must first be set so that the implementation of lean thinking process does not inadvertently create or neglect waste in areas which influence the creation of value for customers.

Although highly readable, this is not an "easy read" because it requires rigorous thinking about what is most important to a given organization, rigorous thinking about the root causes (rather than the symptoms) of that organization's problems, and rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack and Jones share, I strongly recommend that decision-makers read and then re-read this book before getting together to exchange reactions to it. Out of that discussion, I hope, will come both a collective commitment to lean thinking and the personal determination of each executive to apply what she or he has learned from this book in operational areas where waste has most diminished value.

Good Conceptual Overview of Eliminating Waste in Producing, 28 May 2004
Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.

One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and converted them into lean operations. I know of no other set of case histories half as useful on this subject.

The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and write a hands-on guide. Much more benefit will follow.

If you are interested in understanding how a new business model of how to provide your products and/or services might work and what the benefits might be, Lean Thinking is a good place to start. Most executives and operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.

Based on my many years of experience with improving business processes, you will actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and are very insightful. You might try to start with that one.

One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.

I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.

Get the "muda" out of here., 25 Nov 2002
This book is better than "The Machine That changed the World." For that matter this book is more useful than most in the field, and not just for lean thinking. James P. Womack and Daniel T. Jones are unique in the approach this book takes in trying to understand the existing industry and realistic ways to implement lean thinking.

The major thing I found that helped me to read this book is that they are writing this book as some god consultant that tells how he single-handedly corrected a company as their all knowing all and seeing consultant. They took several industries and companies that there is no vested interest in and explain with realistic diagrams, how lean thinking differs from most traditional concepts and procedures.

The only thing I found disturbing was how they make the existing systems seem more complex than they are (The creation of soda cans from bauxite to bottler) and simplified the recycling procedure The point they are making is clear, It is just the way they show the examples that are skewed. It is like trying to sell a microwave egg cooker and telling you that this way the bacon grease will not splatter on your naked body. So who cooks eggs naked? And what if you still want bacon?

They describe that lean thinking is not just, an other form of existing systems, as MRP or JIT. I only wish they did not try to use so many Japanese words when the English ones work just fine.

Ignoring my quirks, this book is up to date and maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.

Packed with Knowledge!, 30 Jun 2005
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new types of measurements into a comprehensive strategy. This book looks senior managers in the eye and asks, "Are you ready for the future?" Some executives respond to the challenge of change by tinkering, adding a few nonfinancial metrics to the "instrumentation cockpit" that tells them how their corporate ship is running. Others have spurned Balanced Scorecard because it requires CEOs to accept feedback from all levels of their organizations so they will know if their assumptions remain relevant amidst rapid change. To date, however, more than 300 major organizations have used this system to enhance their performance, and future prospects. Abraham Lincoln once said that the best thing about the future is that it comes only one day at a time. With apologies to Lincoln, we recommend this book to all senior executives and managers - because the future will be here sooner than you think.

Overcome Poor Communications and Bureaucracy for New Actions, 28 May 2004
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.

The series of books about The Balanced Scorecard includes The Strategy-Focused Organization and Strategy Maps. You'll love all three!

The text that brought performance measurement to the fore, 04 Jun 2002
One of the classic texts of the 1990s, the Balanced Scorecard has brought the importance of performance measurement to a generation of managers. It's still a worthwhile read, although more recent models, like the Performance Prism by Neely, seem much broader in scope.

A big disappointment, 01 Sep 1999
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.

Key Insights For Executives, Change Agents and Consultants, 11 Jul 1999
A much needed overview of why companies (and organizations) need a strategy linked to performance measures in a way that communciates the strategy throughout the organization. As much as I liked "The Balanced Scorecard" it is not as complete in the area of operations implimentation as I need when working with clients. I've found an excellent reference for operations managers to be "Operational Performance Measurement: Increasing Total Productivity" by Will Kaydos. Executives get the Scorecard, operations managers need different insight to make it work for them.

Easy to Swallow, 02 Feb 2006
Despite being in Programme Management, I have avoided financial text books as being dull and inpenetrable.
Finally realising that I had better knuckle-down and get my head round the financial short-hand, I quickly looked for a book.
As soon as I picked this up the information was leaping off the page into my brain, and it was actually interesting.
The excellent layout, with many clear diagrams, with pages of text opposite the visuals, enables you to absorb the information from many angles. Making assimulation and retention of the material a breeze.
Buy this book.

Amazing, 17 Mar 2004
Found exactly what I was looking for. Don't need any other book now on this topic

Excellent !!!!!!!!!!, 25 May 2003
Really excellent! One can see clearly that this book has been written based on questions from the classroom. Most topics are extremely well covered. I have red this book with pleasure because I had the impression that it took me on a voyage rather than a dull course. Congratulations to the chef .

Excellent, 19 Apr 2003
This book indeed clearifies a lot. It makes quite complex concepts very transparant and easy to use in practice. The difference between cash flow and profit, the relationship between ROI and ROTA, just to name a few, are well explained in a non-specialist language without being simplistic.

A Bible on the Topic, 24 Dec 2007
The new global edition of The Film Finance Handbook: How to Fund Your Film is a bible on the topic. Set out in straightforward language the book is an extensive guide for those new to the industry and seasoned professionals alike. For the filmmaker starting out, the book not only guides you - using simple analogies and a dash of humour - through the complex world of film finance, it also considers the important but often overlooked practical areas of research, networking, pitching and negotiating. For the experienced producer it contains a wealth of up-to-date and timesaving information, most notably an exhaustive section devoted to international incentives and an equally extensive global funding directory. The book also includes a very timely chapter on the impact of the Internet on the film industry and explores the financial possibilities offered by this so-called `Seventh Major'. I have not been able to find a book on film finance as comprehensive as this.

All you need to know, 09 Dec 2007
This book is great - a comprehensive guide to film-making. It explains complex ideas such as the new UK tax credit in words that almost everyone can understand.

The definitive work in this field, 08 Dec 2007
This books is a must read for anyone involved in the world of film finance, or who is putting together a film. It is a masterly work, accessible, very well written and clearly set out. Adam Davies is one of the most experienced film lawyers in the UK and not only knows what he is talking about, has that rare gift of being able to put it across lucidly.

Becoming Lean and Mean!, 27 Aug 2008
The only way to be competitive in the world marketplace is to be much more efficient. In other words "lean and mean." Efficient at engineering, efficient at manufacturing and efficient at meeting/exceeding customer expectations are all keys to becoming more competitive.

This book and their Machine that Changed the World are good resources for manufacturing facilities more lean. And...lean thinking leads to more lean thinking.

Using the Toyota system as a guide, Womack and Jones address how companies can eliminate waste and increase profits. They write:

"Our earnest advice to lean firms today is simple: To hell with your competitors; compete against perfection by identifying all activities that are muda and eliminating them. This is absolute rather than a relative standard which can provide the essential North Star for any organization."
Well written with many telling examples. Recommended!

The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking

Lean as a philosophy., 26 May 2008
I have bought half a dozen `Lean' books from Amazon in addition to several from other book shops, and this book stands head and shoulders above the rest. The difference is this book provides the `Why' behind Lean with the primary five steps (define value, map value, create flow, create pull, strive for perfection) and solid examples from internationally recognised companies. You get the feel for the `philosophy' and key principles which allow you to see the bigger picture. You will need other books to give you the tools that you require and there are several excellent ones available. The best analogy I can give is that if Lean was cooking, the `Lean Thinking' teaches you to cook, most of the rest are a series of superb recipes. And if you can learn to cook properly, you can try your own recipes.

A Business Paradox: Less Really Can Achieve More, 25 Sep 2005
This is a new and expanded second edition of a book first published in 1996. Of special interest to me was what Womack and Jones had to say in the preface regarding what has since happened to the companies previously discussed. Apparently lean thinking has enabled Toyota, Wiremold, Porsche, Lantech, and Pratt & Whitney to sustain operational excellence and economic prosperity.

Briefly, how do Womack and Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:

1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?

2. How can these principles be applied most effectively in real businesses, regardless of size or nature?

3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, and errors"?

In Part IV, Womack and Jones update the continuing advance of of lean thinking. They rack the trend in inventory turns and the progress of their profiled companies. Also of special interest to me was the discussion of what Womack and Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives and thereby "to raise consciousness about value and its components, leading to action."

Obviously, even if everyone involved within a given organization is committed to lean thinking, to creating value while (and by) eliminating waste, the process requires specific strategies and tactics to succeed. Hence the importance of the last chapter in this book., "Institutionalizing the Revolution." I presume to suggest that the process of lean thinking never ends. Inevitably, success creates abundance; abundance often permits waste. I also presume to suggest that priorities must first be set so that the implementation of lean thinking process does not inadvertently create or neglect waste in areas which influence the creation of value for customers.

Although highly readable, this is not an "easy read" because it requires rigorous thinking about what is most important to a given organization, rigorous thinking about the root causes (rather than the symptoms) of that organization's problems, and rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack and Jones share, I strongly recommend that decision-makers read and then re-read this book before getting together to exchange reactions to it. Out of that discussion, I hope, will come both a collective commitment to lean thinking and the personal determination of each executive to apply what she or he has learned from this book in operational areas where waste has most diminished value.

Good Conceptual Overview of Eliminating Waste in Producing, 28 May 2004
Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.

One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and converted them into lean operations. I know of no other set of case histories half as useful on this subject.

The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and write a hands-on guide. Much more benefit will follow.

If you are interested in understanding how a new business model of how to provide your products and/or services might work and what the benefits might be, Lean Thinking is a good place to start. Most executives and operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.

Based on my many years of experience with improving business processes, you will actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and are very insightful. You might try to start with that one.

One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.

I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.

Get the "muda" out of here., 25 Nov 2002
This book is better than "The Machine That changed the World." For that matter this book is more useful than most in the field, and not just for lean thinking. James P. Womack and Daniel T. Jones are unique in the approach this book takes in trying to understand the existing industry and realistic ways to implement lean thinking.

The major thing I found that helped me to read this book is that they are writing this book as some god consultant that tells how he single-handedly corrected a company as their all knowing all and seeing consultant. They took several industries and companies that there is no vested interest in and explain with realistic diagrams, how lean thinking differs from most traditional concepts and procedures.

The only thing I found disturbing was how they make the existing systems seem more complex than they are (The creation of soda cans from bauxite to bottler) and simplified the recycling procedure The point they are making is clear, It is just the way they show the examples that are skewed. It is like trying to sell a microwave egg cooker and telling you that this way the bacon grease will not splatter on your naked body. So who cooks eggs naked? And what if you still want bacon?

They describe that lean thinking is not just, an other form of existing systems, as MRP or JIT. I only wish they did not try to use so many Japanese words when the English ones work just fine.

Ignoring my quirks, this book is up to date and maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.

Packed with Knowledge!, 30 Jun 2005
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new types of measurements into a comprehensive strategy. This book looks senior managers in the eye and asks, "Are you ready for the future?" Some executives respond to the challenge of change by tinkering, adding a few nonfinancial metrics to the "instrumentation cockpit" that tells them how their corporate ship is running. Others have spurned Balanced Scorecard because it requires CEOs to accept feedback from all levels of their organizations so they will know if their assumptions remain relevant amidst rapid change. To date, however, more than 300 major organizations have used this system to enhance their performance, and future prospects. Abraham Lincoln once said that the best thing about the future is that it comes only one day at a time. With apologies to Lincoln, we recommend this book to all senior executives and managers - because the future will be here sooner than you think.

Overcome Poor Communications and Bureaucracy for New Actions, 28 May 2004
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.

The series of books about The Balanced Scorecard includes The Strategy-Focused Organization and Strategy Maps. You'll love all three!

The text that brought performance measurement to the fore, 04 Jun 2002
One of the classic texts of the 1990s, the Balanced Scorecard has brought the importance of performance measurement to a generation of managers. It's still a worthwhile read, although more recent models, like the Performance Prism by Neely, seem much broader in scope.

A big disappointment, 01 Sep 1999
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.

Key Insights For Executives, Change Agents and Consultants, 11 Jul 1999
A much needed overview of why companies (and organizations) need a strategy linked to performance measures in a way that communciates the strategy throughout the organization. As much as I liked "The Balanced Scorecard" it is not as complete in the area of operations implimentation as I need when working with clients. I've found an excellent reference for operations managers to be "Operational Performance Measurement: Increasing Total Productivity" by Will Kaydos. Executives get the Scorecard, operations managers need different insight to make it work for them.

Easy to Swallow, 02 Feb 2006
Despite being in Programme Management, I have avoided financial text books as being dull and inpenetrable.
Finally realising that I had better knuckle-down and get my head round the financial short-hand, I quickly looked for a book.
As soon as I picked this up the information was leaping off the page into my brain, and it was actually interesting.
The excellent layout, with many clear diagrams, with pages of text opposite the visuals, enables you to absorb the information from many angles. Making assimulation and retention of the material a breeze.
Buy this book.

Amazing, 17 Mar 2004
Found exactly what I was looking for. Don't need any other book now on this topic

Excellent !!!!!!!!!!, 25 May 2003
Really excellent! One can see clearly that this book has been written based on questions from the classroom. Most topics are extremely well covered. I have red this book with pleasure because I had the impression that it took me on a voyage rather than a dull course. Congratulations to the chef .

Excellent, 19 Apr 2003
This book indeed clearifies a lot. It makes quite complex concepts very transparant and easy to use in practice. The difference between cash flow and profit, the relationship between ROI and ROTA, just to name a few, are well explained in a non-specialist language without being simplistic.

A Bible on the Topic, 24 Dec 2007
The new global edition of The Film Finance Handbook: How to Fund Your Film is a bible on the topic. Set out in straightforward language the book is an extensive guide for those new to the industry and seasoned professionals alike. For the filmmaker starting out, the book not only guides you - using simple analogies and a dash of humour - through the complex world of film finance, it also considers the important but often overlooked practical areas of research, networking, pitching and negotiating. For the experienced producer it contains a wealth of up-to-date and timesaving information, most notably an exhaustive section devoted to international incentives and an equally extensive global funding directory. The book also includes a very timely chapter on the impact of the Internet on the film industry and explores the financial possibilities offered by this so-called `Seventh Major'. I have not been able to find a book on film finance as comprehensive as this.

All you need to know, 09 Dec 2007
This book is great - a comprehensive guide to film-making. It explains complex ideas such as the new UK tax credit in words that almost everyone can understand.

The definitive work in this field, 08 Dec 2007
This books is a must read for anyone involved in the world of film finance, or who is putting together a film. It is a masterly work, accessible, very well written and clearly set out. Adam Davies is one of the most experienced film lawyers in the UK and not only knows what he is talking about, has that rare gift of being able to put it across lucidly.



Great book for such a boring subject!!, 01 Apr 2003
Im a second year business student - and finance is definately NOT my strong point, the lectures to me were a chance to catch up on some well needed sleep and it all went in one ear and out the other.

However, when exam time came this book was extremely helpful, and i can easily say i would NOT have passed without it! :)
The language is simple and easy to read, and explains difficult concepts in an easy to understand manner.

There are lots of sample questions to try for yourself, so you can see how your getting on and they are very similar to the type of questions i had in the exam.

Well worth a read through - but sorry - there arnt many pictures!! :)

Excellent book for beginners and undrergraduates, 28 Feb 2003
The authors shuold be applauded for producing an excellent book on intermediate difficulty finance. The book covers everything a student needs to know - NPV, bond and stock valuation, risk, annuities, project analysis - you name it, its there. The topics are covered methodically, in an easy to follow fashion, often with fascinating case studies along the way which really keep you interested. The book is sometimes quite humorous which motivates you to read more. The authors really know their stuff and explain it very well. The pages are colourful (no drab black and white pages here!) and nicely laid out. There is even a quiz at the end which tests your knowledge of all financial topics covered, and some other general financial things. All in all a must have book for any finance student.

Amazing understanding from this book for beginners., 25 Nov 2001
Enables easy understanding of the various concepts involved in Corporate Finance. This book has its unique feature of dealing with the principle's of finance. The methods are clearly explained and examples provided are very usefull in the understanding of the subject.

Becoming Lean and Mean!, 27 Aug 2008
The only way to be competitive in the world marketplace is to be much more efficient. In other words "lean and mean." Efficient at engineering, efficient at manufacturing and efficient at meeting/exceeding customer expectations are all keys to becoming more competitive.

This book and their Machine that Changed the World are good resources for manufacturing facilities more lean. And...lean thinking leads to more lean thinking.

Using the Toyota system as a guide, Womack and Jones address how companies can eliminate waste and increase profits. They write:

"Our earnest advice to lean firms today is simple: To hell with your competitors; compete against perfection by identifying all activities that are muda and eliminating them. This is absolute rather than a relative standard which can provide the essential North Star for any organization."
Well written with many telling examples. Recommended!

The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking

Lean as a philosophy., 26 May 2008
I have bought half a dozen `Lean' books from Amazon in addition to several from other book shops, and this book stands head and shoulders above the rest. The difference is this book provides the `Why' behind Lean with the primary five steps (define value, map value, create flow, create pull, strive for perfection) and solid examples from internationally recognised companies. You get the feel for the `philosophy' and key principles which allow you to see the bigger picture. You will need other books to give you the tools that you require and there are several excellent ones available. The best analogy I can give is that if Lean was cooking, the `Lean Thinking' teaches you to cook, most of the rest are a series of superb recipes. And if you can learn to cook properly, you can try your own recipes.

A Business Paradox: Less Really Can Achieve More, 25 Sep 2005
This is a new and expanded second edition of a book first published in 1996. Of special interest to me was what Womack and Jones had to say in the preface regarding what has since happened to the companies previously discussed. Apparently lean thinking has enabled Toyota, Wiremold, Porsche, Lantech, and Pratt & Whitney to sustain operational excellence and economic prosperity.

Briefly, how do Womack and Jones define lean thinking? It is the opposite of muda (a Japanese) word for anything which consumes resources without creating value. In a word, waste. Lean thinking is lean because "it provides a way to do more and more with less and less -- less human effort, less equipment, less time, and less space -- while coming closer and closer to providing customers with exactly what they want." Lean thinking is thus a process of thought, not an expedient response or a stop-gap solution. The challenge, according to Womack and Jones, is to convert muda into real, quantifiable value and the process to achieve that worthy objective requires everyone within an organization (regardless of size or nature) to be actively involved in that process. Once again, in this new edition they address questions such as these:

1. How can certain "simple, actionable principles" enable any business to create lasting value during any business conditions?

2. How can these principles be applied most effectively in real businesses, regardless of size or nature?

3. How can a relentless focus on the value stream for every product create "a true lean enterprise that optimizes the value created for the customer while minimizing time, cost, and errors"?

In Part IV, Womack and Jones update the continuing advance of of lean thinking. They rack the trend in inventory turns and the progress of their profiled companies. Also of special interest to me was the discussion of what Womack and Jones have learned since 1996 which probably explains why they introduce a new range of implementation tools support value stream mapping initiatives and thereby "to raise consciousness about value and its components, leading to action."

Obviously, even if everyone involved within a given organization is committed to lean thinking, to creating value while (and by) eliminating waste, the process requires specific strategies and tactics to succeed. Hence the importance of the last chapter in this book., "Institutionalizing the Revolution." I presume to suggest that the process of lean thinking never ends. Inevitably, success creates abundance; abundance often permits waste. I also presume to suggest that priorities must first be set so that the implementation of lean thinking process does not inadvertently create or neglect waste in areas which influence the creation of value for customers.

Although highly readable, this is not an "easy read" because it requires rigorous thinking about what is most important to a given organization, rigorous thinking about the root causes (rather than the symptoms) of that organization's problems, and rigorous thinking about the most prudent use of resources to eliminate those problems. Because of the importance of the material which Womack and Jones share, I strongly recommend that decision-makers read and then re-read this book before getting together to exchange reactions to it. Out of that discussion, I hope, will come both a collective commitment to lean thinking and the personal determination of each executive to apply what she or he has learned from this book in operational areas where waste has most diminished value.

Good Conceptual Overview of Eliminating Waste in Producing, 28 May 2004
Unlike most cost-reduction books, Lean Thinking has a strong conceptual underpinning for thinking about improving your operations. The authors move beyond the narrowest application of the lean manufacturing model (the original Toyota system) to explore key concepts like value (what do the customers want? as opposed to what do they choose from the limited options we give them?), flow (continuous production is faster and more efficient than batch processing), pull (letting immediate demand determine what is produced rather than sales projections), and perfection (thinking through the ideal way to do things, rather than just improving from where you are today somewhat). Providing this conceptual framework makes it easier to understand the benefits of operating a lean enterprise. People who did not understand the message in Direct from Dell would find Lean Thinking to be a useful framework.

One of the strengths of this book is that it is deliberately full of examples of companies which took traditional methods in existing plants and converted them into lean operations. I know of no other set of case histories half as useful on this subject.

The key limitation of this book is that most people new to lean manufacturing would not be able to implement solely using the book as a guide. The conceptual perspective, while being uniquely valuable, leaves the inexperienced person with few guideposts. Some of the key requirements are simply described as "get the knowledge" and so forth. As a follow-up, I suggest that the authors team with those who have done this work and write a hands-on guide. Much more benefit will follow.

If you are interested in understanding how a new business model of how to provide your products and/or services might work and what the benefits might be, Lean Thinking is a good place to start. Most executives and operations managers have never seriously considered going from batch to cell-based production. This will open your eyes to the potential.

Based on my many years of experience with improving business processes, you will actually need to go visit some of the companies cited to fully understand the issues and what must be done. I know that visits to Pratt & Whitney can be arranged and are very insightful. You might try to start with that one.

One area may turn you off. The cited examples moved forward pretty ruthlessly. That may not be your cup of tea. You may be reminded of some of the early reengineering. My own experience is that such changes can be done in a more positive and constructive way. Stay open to that possibility as you read the cases. They basically all use command and control to create more flexibility. You can also use other methods like those encouraged in The Soul at Work and The Living Company to create these kinds of results. Keep that in mind.

I recommend that everyone who uses batch and sequential operation methods read this book. It will open your eyes to great potential to grow faster and more profitably.

Get the "muda" out of here., 25 Nov 2002
This book is better than "The Machine That changed the World." For that matter this book is more useful than most in the field, and not just for lean thinking. James P. Womack and Daniel T. Jones are unique in the approach this book takes in trying to understand the existing industry and realistic ways to implement lean thinking.

The major thing I found that helped me to read this book is that they are writing this book as some god consultant that tells how he single-handedly corrected a company as their all knowing all and seeing consultant. They took several industries and companies that there is no vested interest in and explain with realistic diagrams, how lean thinking differs from most traditional concepts and procedures.

The only thing I found disturbing was how they make the existing systems seem more complex than they are (The creation of soda cans from bauxite to bottler) and simplified the recycling procedure The point they are making is clear, It is just the way they show the examples that are skewed. It is like trying to sell a microwave egg cooker and telling you that this way the bacon grease will not splatter on your naked body. So who cooks eggs naked? And what if you still want bacon?

They describe that lean thinking is not just, an other form of existing systems, as MRP or JIT. I only wish they did not try to use so many Japanese words when the English ones work just fine.

Ignoring my quirks, this book is up to date and maybe ahead of its time. However while we just talk about other systems, we are implementing this one as we speak.

Packed with Knowledge!, 30 Jun 2005
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new types of measurements into a comprehensive strategy. This book looks senior managers in the eye and asks, "Are you ready for the future?" Some executives respond to the challenge of change by tinkering, adding a few nonfinancial metrics to the "instrumentation cockpit" that tells them how their corporate ship is running. Others have spurned Balanced Scorecard because it requires CEOs to accept feedback from all levels of their organizations so they will know if their assumptions remain relevant amidst rapid change. To date, however, more than 300 major organizations have used this system to enhance their performance, and future prospects. Abraham Lincoln once said that the best thing about the future is that it comes only one day at a time. With apologies to Lincoln, we recommend this book to all senior executives and managers - because the future will be here sooner than you think.

Overcome Poor Communications and Bureaucracy for New Actions, 28 May 2004
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.

The series of books about The Balanced Scorecard includes The Strategy-Focused Organization and Strategy Maps. You'll love all three!

The text that brought performance measurement to the fore, 04 Jun 2002
One of the classic texts of the 1990s, the Balanced Scorecard has brought the importance of performance measurement to a generation of managers. It's still a worthwhile read, although more recent models, like the Performance Prism by Neely, seem much broader in scope.

A big disappointment, 01 Sep 1999
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.

Key Insights For Executives, Change Agents and Consultants, 11 Jul 1999
A much needed overview of why companies (and organizations) need a strategy linked to performance measures in a way that communciates the strategy throughout the organization. As much as I liked "The Balanced Scorecard" it is not as complete in the area of operations implimentation as I need when working with clients. I've found an excellent reference for operations managers to be "Operational Performance Measurement: Increasing Total Productivity" by Will Kaydos. Executives get the Scorecard, operations managers need different insight to make it work for them.

Easy to Swallow, 02 Feb 2006
Despite being in Programme Management, I have avoided financial text books as being dull and inpenetrable.
Finally realising that I had better knuckle-down and get my head round the financial short-hand, I quickly looked for a book.
As soon as I picked this up the information was leaping off the page into my brain, and it was actually interesting.
The excellent layout, with many clear diagrams, with pages of text opposite the visuals, enables you to absorb the information from many angles. Making assimulation and retention of the material a breeze.
Buy this book.

Amazing, 17 Mar 2004
Found exactly what I was looking for. Don't need any other book now on this topic

Excellent !!!!!!!!!!, 25 May 2003
Really excellent! One can see clearly that this book has been written based on questions from the classroom. Most topics are extremely well covered. I have red this book with pleasure because I had the impression that it took me on a voyage rather than a dull course. Congratulations to the chef .

Excellent, 19 Apr 2003
This book indeed clearifies a lot. It makes quite complex concepts very transparant and easy to use in practice. The difference between cash flow and profit, the relationship between ROI and ROTA, just to name a few, are well explained in a non-specialist language without being simplistic.

A Bible on the Topic, 24 Dec 2007
The new global edition of The Film Finance Handbook: How to Fund Your Film is a bible on the topic. Set out in straightforward language the book is an extensive guide for those new to the industry and seasoned professionals alike. For the filmmaker starting out, the book not only guides you - using simple analogies and a dash of humour - through the complex world of film finance, it also considers the important but often overlooked practical areas of research, networking, pitching and negotiating. For the experienced producer it contains a wealth of up-to-date and timesaving information, most notably an exhaustive section devoted to international incentives and an equally extensive global funding directory. The book also includes a very timely chapter on the impact of the Internet on the film industry and explores the financial possibilities offered by this so-called `Seventh Major'. I have not been able to find a book on film finance as comprehensive as this.

All you need to know, 09 Dec 2007
This book is great - a comprehensive guide to film-making. It explains complex ideas such as the new UK tax credit in words that almost everyone can understand.

The definitive work in this field, 08 Dec 2007
This books is a must read for anyone involved in the world of film finance, or who is putting together a film. It is a masterly work, accessible, very well written and clearly set out. Adam Davies is one of the most experienced film lawyers in the UK and not only knows what he is talking about, has that rare gift of being able to put it across lucidly.



Great book for such a boring subject!!, 01 Apr 2003
Im a second year business student - and finance is definately NOT my strong point, the lectures to me were a chance to catch up on some well needed sleep and it all went in one ear and out the other.

However, when exam time came this book was extremely helpful, and i can easily say i would NOT have passed without it! :)
The language is simple and easy to read, and explains difficult concepts in an easy to understand manner.

There are lots of sample questions to try for yourself, so you can see how your getting on and they are very similar to the type of questions i had in the exam.

Well worth a read through - but sorry - there arnt many pictures!! :)

Excellent book for beginners and undrergraduates, 28 Feb 2003
The authors shuold be applauded for producing an excellent book on intermediate difficulty finance. The book covers everything a student needs to know - NPV, bond and stock valuation, risk, annuities, project analysis - you name it, its there. The topics are covered methodically, in an easy