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Toyota Production System (Beyond Large-Scale Production)

Toyota Production System

Amazon Link: Toyota Production System: Beyond Large-Scale Production

In this classic text, Taiichi Ohno—inventor of the Toyota Production System and lean manufacturing—shares the genius that sets him apart as one of the most disciplined and creative thinkers of our time.

Combining his candid insights with a rigorous analysis of Toyota's attempts at lean production, Ohno's book explains how lean principles can improve any production-oriented endeaver.

A historical and philosophical description of just-in-time and lean manufacturing, this work a must read for all students of human progress.

On a more practical level, it continues to provide inspiration and instruction for those seeking to improve efficiency through the relentless elimination of waste.

Contents

  • Publisher's Foreword
  • Preface to the English Edition
  • A Comment on This Book
  • A Note on Japanese Names
  • Starting from Need
    • The Oil Crisis Opened Our Eyes
    • Slow Growth Is Scary
    • "Catch Up with America"
    • Just-In-Time
    • Using a Common-Sense Idea
    • Give the Machine Intelligence
    • The Power of Individual Skill and Teamwork
    • Cost Reduction Is the Goal
    • The Illusion of Japanese Industry
    • Establishing a Production Flow
    • Production Leveling
    • In the Beginning, There Was Need
    • A Revolution in Consciousness Is Indispensable
  • Evolution of the Toyota Production System
    • Repeating Why Five Times
    • Complete Analysis of Waste
    • My Plant-First Principle
    • Writing the Standard Work Sheet Yourself
    • Teamwork Is Everything
    • The Skill of Passing the Baton
    • An Idea from the U.S. Supermarket
    • What Is Kanban?
    • Incorrect Use Causes Problems
    • The Talent and Courage to Rethink What We Call Common Sense
    • Establishing the Flow Is the Basic Condition
    • Use Your Authority to Encourage Them
    • Mountains Should Be Low and Valleys Should Be Shallow
    • Challenge to Production Leveling
    • Production Leveling and Market Diversification
    • Kanban Accelerates Improvements
    • Carrying Carts as Kanban
    • The Elastic Nature of Kanban
  • Further Development
    • An Autonomic Nervous System in the Business Organization
    • Provide Necessary Information When Needed
    • The Toyota-Style Information System
    • Fine Adjustment
    • Coping with Changes
    • What Is True Economy?
    • Re-Examining the Wrongs of Waste
    • Generate Excess Capacity
    • The Significance of Understanding
    • Utilizing the Full Work System
    • Do Not Make a False Show
    • Required Numbers Are All-Important
    • The Tortoise and the Hare
    • Take Good Care of Old Equipment
    • Look Straight at the Reality
    • 0.1 Worker Is Still One Worker
    • Management by Ninjutsu
    • In an Art Form, Action Is Required
    • Advocating Profit-Making Industrial Engineering
    • Surviving the Slow-Growth Economy
  • Genealogy of the Toyota Production System
    • A Global World Around Us
    • Two Extraordinary Characters
    • Learning from the Unyielding Spirit
    • Toyotaism with a Scientific and Rational Nature
    • Provide Good Equipment Even If the Factory Is Simple
    • Pursuit of a Japanese-Style Production Technique
    • Making Products That Have Value
    • A Chessplayer's View
    • In Search of Something Japanese
    • Witnessing a Dialectic Evolution
  • The True Intention of the Ford System
    • The Ford System and the Toyota System
    • Small Lot Sizes and Quick Setup
    • The Foresight of Henry Ford
    • Standards Are Something to Set Up Yourself
    • Prevention Is Better than Healing
    • Is There a Ford after Ford?
    • Inverse Conception and Business Spirit
    • Getting Away from Quantity and Speed
  • Surviving the Low-Growth Period
    • The System Raised in the High-Growth Period
    • Raising Productivity During Low Growth
    • Learning from the Flexibility of Ancient People
  • Postscript to the Original Japanese Edition
  • Glossary of Major Terms
  • Editor's Notes
  • About the Author
  • Index

See also:

 

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker


The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

 

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