Toyota Production System (Beyond Large-Scale Production)

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

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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