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The Machine That Changed the World (book)
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The Machine That Changed the World (book)
The Machine That Changed the World is a 1990 book about automobile production, written by James P. Womack, Daniel T. Jones, Daniel Roos and Donna Sammons Carpenter.
It is the result of five-years research by the International Motor Vehicle Program (IMVP) at Massachusetts Institute of Technology (MIT), aimed at finding success factors in the global automobile industry. The book traces the history of "craft" and "mass" production methods, and notes how Toyota found flaws and wastage with these systems, eventually developing lean production. The dissemination of lean methods from Japan to the wider world is discussed.
This book made the term lean production known worldwide, and is described as a classic or a "mainstay". Business Week described it as "the most readable book on the changes reshaping manufacturing".
A revised edition was published in 2007.
Beginning in the earliest times of car production, the book describes and analyzes craft production from Europe. It then moves on to mass production, with Ford's factory production of cars being fast and valuable. The book dives into how and why mass production did and didn't work.
Near the middle of the book, a focus on the automobile industry in Japan, and goes into detail about Sakichi Toyoda's formation of a unique business model involving connecting 3 or more tiers of production to streamline production. The "lower" tiers involved producers, primarily the part makers, which would make or buy the parts to send to the next tier. The smaller parts would be combined into larger portions of the car, and then the final tier would put everything together.
The book describes that the system of interconnected "subbusinesses" were so successful because they communicated.
The automobile industry in most other places in the world were much more competitive at the time, and manufacturers were distrusting of parts producers and vice versa. Any time a car manufacturer wanted a part producer partnership, they took bids and chose the "cheapest" offer, which very likely wasn't a sustainable price, and the engineers of the cars weren't able to properly communicate with the parts producers.
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The Machine That Changed the World (book)
The Machine That Changed the World is a 1990 book about automobile production, written by James P. Womack, Daniel T. Jones, Daniel Roos and Donna Sammons Carpenter.
It is the result of five-years research by the International Motor Vehicle Program (IMVP) at Massachusetts Institute of Technology (MIT), aimed at finding success factors in the global automobile industry. The book traces the history of "craft" and "mass" production methods, and notes how Toyota found flaws and wastage with these systems, eventually developing lean production. The dissemination of lean methods from Japan to the wider world is discussed.
This book made the term lean production known worldwide, and is described as a classic or a "mainstay". Business Week described it as "the most readable book on the changes reshaping manufacturing".
A revised edition was published in 2007.
Beginning in the earliest times of car production, the book describes and analyzes craft production from Europe. It then moves on to mass production, with Ford's factory production of cars being fast and valuable. The book dives into how and why mass production did and didn't work.
Near the middle of the book, a focus on the automobile industry in Japan, and goes into detail about Sakichi Toyoda's formation of a unique business model involving connecting 3 or more tiers of production to streamline production. The "lower" tiers involved producers, primarily the part makers, which would make or buy the parts to send to the next tier. The smaller parts would be combined into larger portions of the car, and then the final tier would put everything together.
The book describes that the system of interconnected "subbusinesses" were so successful because they communicated.
The automobile industry in most other places in the world were much more competitive at the time, and manufacturers were distrusting of parts producers and vice versa. Any time a car manufacturer wanted a part producer partnership, they took bids and chose the "cheapest" offer, which very likely wasn't a sustainable price, and the engineers of the cars weren't able to properly communicate with the parts producers.