by James P. Womack and Daniel T. Jones
The only sure thing about forecasts is that they are wrong.
Lean thinking was written in 1996 but remains as relevant today as it was when it was written. Maybe it is because Lean Thinking is written for businesses who want to remove waste from their business, processes and systems, and are motivated to do this because of some kind of crisis. When isn’t there a crisis in business?
The book can be roughly divided into two main sections; The first section is about Lean and the principles behind it, the second section is more about very practical examples of how to apply Lean. Unfortunately, the examples are applied to manufacturing not to any kind of creative endeavor such as software development. I personally found the second half of the book less valuable than the first. But that is of course because I am a software project manager.
I wholeheartedly recommend reading Lean Thinking it should be required reading for all Agile/Lean practitioners.