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A great book that although becoming a little outdated portrays the ongoing trends in the automobile production industry in three major cultural areas.
The three areas are;the Asian lean production (Toyota) v.s. the American system,(mass production) v.s. the European craftsman system. On a larger scale it will and is affecting manufacturing everywhere.
Henry Ford was the founder of the American mass production system, and Ford was very successful adopting it to the aircraft and steel industries. American companies adopted this system and it is one of the main reasons for American pre-eminence in many industries worldwide. Toyota has become the founder of the Lean system of manufacturing. Most of the
early adherents to this system were other large Japanese companies, and responsible for the Japanese manufacturing miracle since the 1960's, as it was adapted from automotive to all manner of industries.
The book is well written and interesting even though it is based on an MIT study of global trends in the auto industry. I would like to see an update to this book. The one anomaly I see is the German Automobile industry. If Japan and Korea have some of the most efficient auto manufacturing plants in the world and
North America is becoming more competitive, what is happening in Europe comes as no surprise. Many European automakers have yet to fully embrace American mass production techniques and are now faced with the greater efficiencies of Lean
production. The book does not explain in my mind the success of the German Auto industry. It seems to be the one exception to the rule.
What Ford's mass production did to craft production and its profound effects on the developed economies in the first half of the last century is an old but interesting story. With the advent of Ford's manufacturing techniques, there was a consolidation in the Auto industry. Within a couple of decades the number of automobile manufacturers fell from over a hundred to less than twenty and the big three cornering over ninety percent of the market share. Detroit became the center of pilgrimage for the rest of the world trying to emulate and replicate this success story in other continents.
Silently, the Japanese led by Toyota were working on a different concept of putting the automobile in the hands of the customer, at better quality, lesser costs, shorter development times and with the ability to offer a wider choice. The statistics collected from these "lean systems" is mind boggling. The competitive advantage that Japan enjoyed over the American system was neither due to lower wages in Japan nor due to higher levels of automation as widely believed. It was primarily the lean machine that was conquering the mass machine.
This book is based on the research done in the 1980's and published around 1990. The authors while acclaiming lean manufacturing as the panacea for the ills of manufacturing systems globally had at the time of the research and the publication of this work, probably ignored the next major change that would sweep across continents. Cars ride on highways, but today's businesses are quickly shifting gear and using a super fast highway for collaborating and for managing their global presence. Thanks to the Internet, the economics of information is transforming the economics of things. Dell is probably a good example of the new business model that could not have been imagined in the 80's. The tearing down of artificial walls across countries and continents also happened in the last decade.
We are badly in need of a repeat research study of the kind done in this book, in the face of the new realities. Global companies run by global citizens serving a global market and using a global currency will probably happen sooner than we expect.
This study of the world automotive industry by a group of MIT academics reaches the radical conclusion that the much vaunted Mercedes technicians are actually a throwback to the pre-industrial age, while Toyota is far ahead in costs and quality by building the automobiles correctly the first time. The lesson that it cost more to fix it than to build it correctly should be applicable to a lot of industries--not just manufacturing. The description of the marketing information system that Toyota uses was very enlightening. They involve the entire company in generating marketing feedback. Even dealer sales staff spend time working on the new product teams. Trust me, very few high-tech firms methodically collect feedback from their customers, and none have a system this comprehensive.
This is not just a book about lean production--this is guidance in understanding how your business operates and delivering good products that your customers want.
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The answer can be true to either question, depending on which book you use to learn genetics for the first time.
Fortunately for me, our Biology department @BU chose Prof. Hartl's "Genetics." The book comes with nice diagrams to demonstrate certain concepts such as maternal effect and the Hardy Weinberg principle.
Of course, this book isn't perfect; it could use some improvements. Chapter 12--especially the section on bicoid genes in drosophila--took a while to slog through.
I suppose Prof. Hartl tried his best here, but this topic is confusing to begin with. It would have helped if pg 530-541 were rewritten. (I know that sounds very vague and fuzzy, but something about those pages just didn't click like other sections of the book).
Even if your Bio department doesn't use this version of "Genetics," I would recommend treating it as a reference book.
Good luck with genetics! Believe me, it CAN be fun and interesting....
-TheDeliman
ps: To be honest, the GeNETics sections at the end of each chapter were quite useless. Readers won't read much if they were written out of the Fifth Edition.... :)
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Of the three sections, Part One, The Basics and Part Three, Contexts, are little changed. Between them, Part Two, The Guide, at 1005 pages is 76 pages longer. Regions which get an increase of twenty per cent or more are Dongbei, Shanghai, Jiangsu, Zhejiang, Hong Kong and Macau.
A few new routes have been added, including the roads from Chengdu to Shaanxi and from Mangshi south-east along the Burma border. The book notes the opening of western Sichuan and north-western Yunnan, but unfortunately and oddly provides little information about these important regions. In fact there is very little mention of a vast tract stretching generally south from the Xining-Lhasa road, through Qinghai, the Tibetan "Autonomous" Region and western Sichuan to north-western Yunnan.
Although that region warrants much more attention, it is inevitable that there will be some substantial regions that do receive little or no attention. All of north-eastern Sichuan/Chongqing, for example, is a blank. Perhaps it deserves to be; but a traveller is unlikely to find out unless he ventures there and explores for himself. This raises another unfortunate omission - any comprehensive account of which parts of China are still closed to foreign visitors without special permits. That matter is of little importance to travellers wishing to visit the "sights" listed in this guidebook, because few of those "sights" are in closed areas. That is, I expect, why the whole matter of what is closed amounts almost to a non-issue for the popular guidebooks. But it is certainly of importance to the traveller who, having reached this or that province with the help of a guidebook, wishes to go off to see what is in one of the blank areas. Comprehensive lists of what is closed are available, but hard to get, and available nowhere that I know of in English. Such a list, or better still a map of China showing the counties which are closed would be invaluable. That is exactly the kind of information that a guidebook of this kind should provide.
The great majority of the changes in this edition are in the detail - admission prices, opening hours, accommodation addresses and prices. Whether the new information is accurate will have to wait for on-the-road testing. But the very large number of detailed changes suggests that the revision has been thorough.
There is, of course, the usual and almost inevitable smattering of errors - Dehong described as an "Autonomous Region" (it is an autonomous prefecture) at page 810, Hubei abutting Sichuan (p503: it used to, but not since Chongqing was excised from Sichuan province in about 1997), the map on p773 showing part of Guanxi as incorporated in Guizhou province, Anhui not named on the map at p470, Macau omitted from the table of contents. An important error is the map on p898, showing the "Desert Highway" across the Taklamakan as joining the southern highway at Khotan, more than three hundred kilometres west of the actual junction, which is east of Minfeng (Niya).
I would have liked to see more attention to the regional maps rather than the twelve pages of pictures. The maps are, on the whole for their given scope, reasonably well done, fitting in well with the text. Their scale bars are sometimes awry, and maps of adjoining regions are sometimes incompatible - most notably the map of the north-west, which does not fit with the other maps at any scale.
So now I come to another special plea. Planning a trip through several regions calls for an overall map. In times gone by, fold-out or loose sheet maps were sometimes provided with guidebooks. Perhaps the practice was abandoned on the grounds of cost; it was not abandoned for lack of usefulness. Of course separate maps are available, but they are much less useful than a map would be if specially prepared for a particular guidebook - less useful because they include so many places not mentioned in the book, omit some that are, and in China may even use different names. After wrestling with adjustments to scales different from those indicated by scale bars I produced a single map of China from the regional maps in the new Rough Guide, and a most useful map it is for use in conjunction with the book.
When next I travel to China, the new edition of the Rough Guide will be the one I shall take, supplemented where needed and possible by information from other sources. ()