Businesses worldwide are successfully implementing the Toyota Production System to speed up processes, reduce waste, improve quality, and cut costs. While there is widespread adoption of TPS, there is still much to be learned about its fundamental principles.
This unique volume delivers a clear, concise overview of the Toyota Production System and kaizen in the very words of the architect of both of these movements, Taiicho Ohno, published to mark what would have been his 100th birthday. Filled with insightful new commentary from global quality visionaries, Taiichi Ohno’s Workplace Management is a classic that shows how Toyota managers were taught to think.
Based on a series of interviews with Ohno himself, this timeless work is a tribute to his genius and to the core values that have made, and continue to make, Toyota one of the most successful manufacturers in the world.
"Whatever name you may give our system, there are parts of it that are so far removed from generally accepted ideas (common sense) that if you do it only half way, it can actually make things worse."
Foreword by Fujio Cho
Preface by Taiichi Ohno
Chapter 1 : The Wise Mend Their Ways Chapter 2 : If You Are Wrong, Admit It Chapter 3 : Misconceptions Reduce Efficiency Chapter 4 : Confirm Failures with Your Own Eyes Chapter 5 : Misconceptions Hidden within Common Sense Chapter 6 : The Blind Spot in Mathematical Calculations Chapter 7 : Don't Fear Opportunity Losses Chapter 8 : Limited Volume Production is to Produce at a Low Cost Chapter 9 : Reduced Inventory, Increased Work in Process Chapter 10 : The Misconception That Mass Production is Cheaper Chapter 11 : Wasted Motion is not Work Chapter 12 : Agricultural Preple Like Inventory Chapter 13 : Improve Productivity Even with Reduced Volumes Chapter 14 : Do Kaizen When Times are Good Chapter 15 : Just in Time Chapter 16 : Old Man Sakichi Toyoda's Jidoka Idea Chapter 17 : The Goal was Ten-Fold Higher Productivity Chapter 18 : The Supermarket System Chapter 19 : Toyota Made the Kanban System Possible Chapter 20 : We Learned Forging Changeover at Toyota do Brasil Chapter 21 : "Rationalization" is to Do What is Rational Chapter 22 : Shut the Machines off! Chapter 23 : How to Produce at a Lower Cost Chapter 24 : Fight the Robot Fad Chapter 25 : Work is a Competition of Wits wit Subordinates Chapter 26 : There are no Supervisors at the Administrative Gemba Chapter 27 : We can Still do a Lot More Kaizen Chapter 28 : Wits Don't Work Until You Feel the Squeeze Chapter 29 : Become a Reliable Boss Chapter 30 : Sort, Set in Order, Sweep, Sanitize Chapter 31 : There is a Correct Sequence to Kaizen Chapter 32 : Operational Availability vs. Rate of Operation Chapter 33 : The Difference between Production Engineering and Manufacturing Engineering Chapter 34 : The Pitfall of Cost Calculation Chapter 35 : The Monaka System Chapter 36 : Only the Gemba Can Do Cost Reduction Chapter 37 : Follow the Decisions That Were Made Chapter 38 : The Standard Time Should be the Shortest Time
Afterword
About the Author
Seeking What Taiichi Ohno Sought by Jon Miller
Ohno's Insights of Human Nature by Bob Emiliani
A Revolution in Consciousness by John Shook
Taiichi Ohno as Master Trainer by Jeffrey Liker
Reflections on the Centenary of Taiichi Ohno by Masaaki Imai
Selected Sayings of Taiichi Ohno
A Note on Translation from Japanese to English
Index
About Kaizen Institute
Worldwide Contact Information for Kaizen Institute Consulting Group
