James P. Womack's research while affiliated with American Enterprise Institute and other places

Publications (30)

Article
INTRODUCTION Business process and business process management (BPM) concepts have matured over the years and new technology, concepts, standards and solutions appear. In this chapter we will therefore focus on the current and future process trends. We will elaborate on the importance of trends, the maturity of the subject, giving a perspective on w...
Chapter
Full-text available
In this book, we have until now covered key figures like Adam Smith, Frederick Winslow Taylor, Henry Ford, and many others who have dramatically impacted the way of thinking of, working with, and how we model processes. This chapter of the book will elaborate on the move from process-centric work around labor and people to the coupling of informati...
Chapter
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Imagine yourself reading this chapter. You glance briefly to the side of your table only to realize that your coffee cup is now empty. A process is then sparked and initialized, and you (1) get up from your chair, (2) lift your cup from the table, (3) walk into the kitchen, (4) pour yourself another cup of coffee, (5) you then return to your chair,...
Chapter
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Throughout the first phase of the historical development of processes, we elaborated on some of the key figures who are widely regarded as pioneers—both in academia as well as in business—and laid the foundation for the upcoming—as well as today’s—process studies and the use of them in organizations across the world. The second phase of the histo...
Chapter
Full-text available
Business process and business process management concepts have matured over the years and new technology, concepts, standards, and solutions appear. In this chapter we will therefore focus on the current and future process trends. We will elaborate on the importance of trends, the maturity of the subject, giving a perspective on what the emerging t...
Chapter
This chapter of the book will elaborate on the move from process-centric work around labor and people to the coupling of information technology (IT) aspects with process modeling aspects. We witness a much wider and more profound involvement of IT with the incorporation of processes in business and organizations across geographical borders and cult...
Book
Full-text available
This is the most comprehensive body of knowledge around Business Process Modeling and Business Process Management, a practical guide for Practitioners, Managers, Executives and Students and hands on descriptions of how to work with it. It stands out as a masterpiece, being part of the BPM bachelor and master degree curriculum at universities aroun...
Book
Erfolg ist kein Zufall. Die Autoren zeigen, wie es Porsche schaffte, zu einem Vorzeigeunternehmen der deutschen Wirtschaft zu werden. Weder Wirtschaftsflaute noch Börsenabsturz gingen dem Unternehmen an die Substanz - Lean Thinking sei Dank.
Article
During the past 20 years, the real price of most consumer goods has fallen worldwide, the variety of goods and the range of sales channels offering them have continued to grow, and product quality has steadily improved. So why is consumption often so frustrating? It doesn't have to be--and shouldn't be--the authors say. They argue that it's time to...
Article
La producción eficiente transformó la producción. Ahora es el momento de aplicar las ideas de lograr una mayor eficiencia a los procesos de consumo. Al minimizar el tiempo y el esfuerzo de los clientes y ofrecerles exactamente lo que quieren, cuando y donde lo quieren, las empresas pueden obtener enormes beneficios
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Free Press, 2005 290 pp. $30 Y ou are going to want to read Lean Solutions. You're reading Target, so you're involved with lean in some way. Whether in your production operation, supply chain, or enterprise business processes, you've likely seen the application of — or need for — lean principles in your organization. Womack and Jones expand the com...
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If The Machine That Changed the World is a description of the Toyota system in the industry of its origin, Lean Thinking is a generalization of the basic concepts so they can be applied to any company in any industry. The authors begin by summarizing the five inherent principles in any lean system: 1 correctly specify value so you are providing wha...
Article
Managers need to adopt new management views to achieve a lean enterprise. They must understand the legitimate needs of employees, functions and companies and develop plans to satisfy them. They should also develop new principles for regulating their behavior to foster a harmonious relationship between management and employees and improve corporate...
Article
This paper reassesses the controversial view which has assumed that, at some point in the future, the global automobile industry, having reached maturity, would naturally migrate to the leading developing countries where the markets are growing more rapidly and wages are substantially lower. The authors argue that the threshold facing a developing...
Article
This volume is a report on the state of the automobile and the auto industry and their future prospects based on the findings of a four-year research program. In 11 chapters and 4 appendices, the path of evolution in the automotive world from the bright beginnings of 100 years ago to the present crisis is examined. The development of the world auto...
Article
Traducción de: The Machine that changed the world Este libro "está basado en el estudio sobre el futuro de la industria del automóvil del Massachusetts Institute of Technology, que duró cinco años y costó cinco millones de dólares. En él se expone quién está a la cabeza en las guerras en torno al automóvil y por qué: el salto revolucionario de Japó...
Article
The aim of the study is to identify innovations in the urban transportation system which combine in high degree political feasibility and cost-effectiveness with respect to the most significant problems of urban transportation in the United States.
Article
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Brookline, Mass. --After years of struggling, the world's leading companies have solved the big problems on quality. Now it's time for the customers to stop feeling like they're losing. Better products produced by better processes should lead to happier customers, right? Wrong. In fact, quite the contrary. Today's souped-up phones, beefed-up cars a...

Citations

... The plight of the U.S. auto industry in the wake of the 1978-79 oil shock and 1980-82 recession is well known (Altshuler et al. 1984;Quinn 1989). Market shares of Japanese firms rose rapidly while the sales of U.S. firms dropped, plants closed, and employment in the industry plunged. ...
... Além disso, pode possibilitar assertividade nas tomadas de decisão, a sobrevivência e a própria evolução das organizações. A concepção de inovações desse tipo favorece a própria empresa, além de beneficiar a sociedade, por meio de novos produtos e serviços; e o país, por meio da participação econômica (TIGRE, 2011;OCDE, 2004;SCHEEL et al., 2014). ...
... The remaining cohort n = 48546 were used in the analysis. We followed the Pareto principle [16] and performed a randomised data split with a ratio of 80% training observations to 20% test. The training-test split was performed before data processing. ...
... In all these approaches we can find business process classifications (core or main processes, support processes, management processes), but the detailed procedure for the business process identification is not specified in any of them. Similarly, the LEAD methodology (Rosing et al., 2014) works with abstract process maps, which capture sequences of business processes, differentiates between process types (management, main, and supporting processes) and generally describes how to identify a business process, but it is still a general description and not a detailed procedure. Sharp & McDermott (2009) discuss the importance of process identification and provide a practical procedure on how to identify a business process in general, but its focus is on workflows, leaving the architecture process maps out of the scope. ...
... -Lean Management (Petrovic & Zsifkovits, 1994), Lean Enterprise (Womack & Jones, 1996a), Lean Thinking (Womack & Jones, 1996b), son una transferencia de la idea "lean" para llevarla a un nivel más conceptual, de forma que pueda aplicarse más allá del campo estricto de las operaciones industriales. ...
... The need for improvement in companies has been around for a long time, but in today's rapidly changing marketplace, it has become essential (Liker and Franz, 2013;Womack and Jones, 2012;Ostasz et. al., 2020;Mentel and Hajduk-Stelmachowicz, 2020;Wolniak and Skotnicka, 2008). ...
... The root of lean thinking, residing in "creating more value, defined from the customer's perspective, while consuming fewer resources" (Womack and Jones, 1996), practically finds its natural application in the product development domain. Indeed, product development has the final aim of generating knowledge to be reusable to create profitable value streams into a product (Ward, 2007). ...
... The Toyota Motor Company's Eiji Toyoda, Taiichi Ohno, and Shingeo Shingo established a discipline that focused on process production system known as "Toyota Production System" (James et al., 1990). The purpose of the Toyota Production System is to reduce the consumption of resources that added no value to the desired service or product. ...
... The cluster 'WORK-SIMPLIFICATION' is the second most explored, to simplify work researcher's focus in studies related to process engineering and LSS. Although, Womack and Jones helped a lot of Europeans and North American companies to implement LP in the 90's, they stressed companies to incorporate in its strategic planning a new model called as 'lean enterprise', which represents a group of lean companies focused in the entire value chain in order to avoid value stream desynchronisation, because isolated lean initiatives become impossible to an organisation maintain momentum and reap the full benefits of LP (Womack and Jones 1996). In this sense, the rise of the cluster 'SUPPLY-CHAIN' can be justified since it seems to have a need to develop the lean supply chain management. ...
... The VSM was initially proposed to model production systems in a factory (Rother and Shook 2009) and then extended to supply chain modelling (Womack and Jones 1996). The process of value stream mapping can be categorized into six steps: 1) identify the process to improve; 2) create a current state map of the process; 3) determine an appropriate metric for improvement; 4) create a future state map of the process; 5) determine improvement methods to go from the current state to the future state that achieves the correct metric; and 6) initiate improvements (Lobaugh 2008). ...