Taiichi Ohno Toyota Production System Download

1. Taiichi Ohno Toyota Production System Download Full
2. Taiichi Ohno Philosophy
3. Taiichi Ohno Biography
4. Taiichi Ohno Toyota Production System Downloads

The Toyota Production System: Beyond Large-Scale Production

1. Jan 18, 2009  Taiichi Ohno devotes fully half of his book to chapter 2. Titled “The Application of the Toyota Production System” is one hundred and one pages long and it provides the body of practical knowledge on what we call lean manufacturing today.
2. Jun 23, 2015  What Toyota Production System is Really About. Many people don’t understand the DNA of the Toyota Production System and the core values of the Toyota Way. Of Taiichi Ohno said “We at.
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4. Taiichi Ohno (大野耐一, Ōno Taiichi, February 29, 1912 – May 28, 1990) was a Japanese industrial engineer and businessman. He is considered to be the father of the Toyota Production System, which inspired Lean Manufacturing in the U.S. He devised the seven wastes (or muda in.

The Toyota Production System evolved over many years, from the 1940s through the 1970s and beyond. Taiichi Ohno was not the only contributor to the management philosophy, but he is the most well known. His Writings. Taiichi Ohno wrote several books outlining the benefits of TPS, or “lean,” but he gave away very few of Toyota’s own secrets. Taiichi Ohnos Workplace Management: Special 100th Birthday Edition by Taiichi Ohno. Read online, or download in secure PDF or secure ePub format. COMMEMORATING THE 100th BIRTHDAY OF TAIICHI OHNO Businesses worldwide are successfully implementing the Toyota Production System to speed up processes, reduce waste, improve quality, and cut costs.

By Taiichi Ohno

Amazon Summary:

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 endeavor. A historical and philosophical description of just-in-time and Lean manufacturing, this work is 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 elimination of waste.

Reader Summary:

The Toyota Production System, by Taiichi Ohno, describes the background and evolution of the development of the fundamental building blocks that make up Lean Manufacturing that we know of today. As these concepts are mostly common parlance, I will focus my review primarily on points made that I found unique or personally relevant.

It is very interesting to understand how Toyota developed the Lean Manufacturing process compared to the Mass Production system developed in the U.S. One may look at the negatives of mass production and decry how U.S. manufacturers made a long-term mistake and that the Japanese were uniquely prescient. However, history, culture, and political realities explain the reasons much better.

In simple terms, the U.S. enjoyed a long and stable age of prosperity that enabled manufacturers to build products in large quantities… and sell everything they could possibly make. A combination of growing incomes, revolutionary automobile technology, a large population, and a huge land mass allowed factories to open the floodgates in a rush to meet the demand. It was acceptable to make a large number of Model T’s. People didn’t require unique makes and models yet. The mass production process was the only way to meet the demand. As a result, a tight discipline on quality, inventory control, and labor efficiency were not required. Room for error and waste was possible in this model.

Taiichi Ohno Toyota Production System Download Full

In contrast, Japan started out smaller, less stable, less wealthy… and was completely destroyed in World War II. From the ashes, demand was low and anyone who wanted to manufacture had to build infrastructure from scratch. The market needed automobiles and trucks, but mostly of different shapes, sizes, and purposes in order to meet the diverse demand to rebuild the Japanese economy. Out of desperation, manufacturers squeezed everything they could out of their assets and manpower. From this perspective, it became imperative to manufacture automobiles with these principles in mind:

1. Build many types of models in small quantities
2. Eliminate every bit of waste in the process. Stop the line if you find a problem.
3. Make what’s needed at the time of the customer order
4. Build labor processes and machinery that can switch from one model to another easily
5. Establish continuous flow as the basic condition
6. Base all decisions on whether cost reduction can be achieved
7. Have the earlier process produce only the amount withdrawn from the later process
8. Fix the process before relying on technology
9. Turn movement into working
10. Saving worker expense

My Analysis:

The book packed a large number of concepts that changed the shape of manufacturing worldwide in a very small space. It is extraordinary that so much was gained from such a simple source. One could use this book as a useful pocket guide. Of course, a newer book like The Toyota Way by Jeffrey Liker probably handles the topic more thoroughly, but it is nice to read a book from one of the inventors so that you can see the thinking and perspective from the ground up.

With that, I intend to analyze three major points made in the book that resonated with me. They are:

1. Use inverse, flexible thinking for better problem solving
2. Build many types of models in small quantities
3. Workers should operate more than one machine type

Inverse Thinking

Ohno instructs us to use inverse, flexible thinking to guide our way to better problem solving. For every problem Toyota faced, there was already a mass production method to handle it. Ohno studied Henry Ford’s production techniques at great length. Yet, Toyota did not do that. They challenged the status quo and mustered the courage to re-shape an entire line of thinking.

Taiichi Ohno Philosophy

Inverse thinking can help solve day-to-day problems at work. We are all familiar with processes that work reasonably well. Whole departments, performance reviews, management strategy, etc. are built entirely around these conventional processes. We all know how it feels when you look at one of these processes and feel in your gut that they just aren’t as good as they can be.

Once you try to fix these processes, the organization inevitably pushes you into a traditional direction to improve the process. They may want to add more people, create audit reports, integrate a new technology, or increase enforcement to improve the process. Yet, that is not what it needs. It needs to be questioned root-and-branch. Inverse thinking enables you to ask questions like:

Taiichi Ohno Biography

• Does this process really need to exist?
• Do these people need to perform the process or can someone else?
• Why is it so complicated? Why does it take so long? Is it measured? How much does this process cost the company? Why does the process stop in the middle?
• What does the customer think of the process?
• Does it produce products or services that the company makes money from?
• How many people or departments are involved to produce the final output?
• Does management even know how this process works?

Only inverse thinking can break a company out of the status quo of a mundane, expensive, and unexamined process. The culture must accept regular reviews of the status quo that could make them uncomfortable. They may need to make sure that the output actually serves the customers’ needs. They may need to change departmental lines so that the process has more accountability in one group or under one manager. Somebody who is happy producing their part of the project may lose that responsibility. Yet, it must be done to improve delivery to the customer.

Recommendation: Look to see if your process improvement is ready to move to a new level of maturity. Use CMMI Capability Maturity Models as a guide.

Build Many Types of Models in Small Quantities

After World War II, the Japanese economy was in a desperate state where they simply needed to “build many types of models in small quantities”. This seems more relevant than ever today. Customers are demanding more and more customization in their products; sometimes even made-to-order. Companies must make something unique, yet still make the products cheaply and efficiently a la mass production. Production processes must be fit to handle different product characteristics on the same line or in the same office procedure. There should be very few instances where you are producing the same thing over and over unless you plan to be a low-cost leader for a commodity product.

In IT, Ohno’s philosophy pertains to building infrastructure. You should not have people building the same products over and over. Anything routine should be automated. Departments need to embrace automation of commodities and smooth out the process for handling exceptions. Outside of IT, departments need to learn how to automate themselves. They can either partner with IT or develop skillsets within their group who can create ways to eliminate waste.

Recommendation: Any department needs to know how to do Business Process Mapping to optimize their processes. Managers should know intimately how their department contributes to the production system as a whole. I’ve seen many managers who have no idea what their people or doing or what their product is. I’ve seen many more who may know the former, but certainly don’t know if they are executing well.

Workers Should Operate More Than One Machine Type

The last cherished point that Ohno makes is his insistence that workers be able to operate different types of machines instead of specializing in one. Inevitably, a worker running one machine will stand there watching it. Ohno designed an L-shaped layout of three different machines that worked in the process order. He felt strongly that people were perfectly capable of running these three machines. He still got pushback but felt that the concept was far more accepted in Japan than in the U.S. Toyota auris repair manual download free.

This brings me to a personal sore point. I agree that specialists are needed for many subject matters. However, this inevitably creates silos in every organization. Specialists lose touch on how to interact with other specialists. Since passing a complex product from one specialty to another is “not their specialty”, huge handoff gaps occur throughout the process. In many cases, companies need to place expeditors, liaisons, or other operational roles in between these specialty areas just to keep the process moving. This is a huge waste, yet it is rarely acknowledged as such. As hiring people becomes more and more difficult, when a hiring does become possible, organizations inevitably seek the specialist since they are rare. Managers feel more comfortable when they have their own expert that can save them from potential disaster. Yet, they make no consideration for how a process needs to move through the system. Boundaries need to be broken and only a generalist or a multi-skilled operator can do that. In Ohno’s words, “In the Japanese system, operators acquire a broad spectrum of production skills that I call manufacturing skills and participate in building up a total system in the production plant. In this way, the individual can find value in working.”¹ In this way, Ohno demonstrates how each worker is part of a whole process and not just one step in the process. You can still have experts in house, but departments need to sprinkle generalists in the mix, people who have interest in multiple topics, who are willing to cross boundaries and learn new things.

Recommendation: Eliminate expeditors and middlemen, even abruptly, if possible. Though not covered in this book, Lean uses a metaphor called lowering the water level to see the rocks. By eliminating the middlemen, you see very quickly all the obstacles interfering with the process. It can be quite alarming. Many cultures are not prepared to do the work necessary to remove those rocks. However, it is critical to do so. You must design processes so that no management intervention is required to keep them moving forward. Identify inputs and outputs between every process step. Remove the rocks. Make it flow. Don’t let it stop!

Conclusion

This is the type of book that I will read over and over. I enjoyed reading the straightforward style and could see how and why Taiichi Ohno created the Lean system. It enables you to get grounded in the grass roots of the Lean Manufacturing movement. It gives you an important perspective and enables you to understand its original intent. You will then create the skills to assess the different evolutionary steps of the process and know more pointedly what each step was created for. It’s always good to go “old school”.

¹ Taiichi Ohno, The Toyota Production System: Beyond Large-Scale Production (Boca Raton, FL: CRC Press, 1988), p. 14.

Taiichi Ohno (大野耐一Ōno Taiichi, February 29, 1912 – May 28, 1990) was a Japanese industrial engineer and businessman. He is considered to be the father of the Toyota Production System, which inspired Lean Manufacturing in the U.S.^[1][2] He devised the seven wastes (or muda in Japanese) as part of this system. He wrote several books about the system, including Toyota Production System: Beyond Large-Scale Production.

Taiichi Ohno Toyota Production System Downloads

Born in 1912 in Dalian, China, and a graduate of the Nagoya Technical High School (Japan), he joined the Toyoda family's Toyoda Spinning upon graduation in 1932 during the Great Depression thanks to the relations of his father to Kiichiro Toyoda, the son of Toyota's founding father Sakichi Toyoda.^[3] He moved to the Toyota motor company in 1943 where he worked as a shop-floor supervisor in the engine manufacturing shop of the plant, and gradually rose through the ranks to become an executive. In what is considered to be a slight, possibly because he spoke publicly about the production system, he was denied the normal executive track and was sent instead to consult with suppliers in his later career.^{[citation needed]}

Ohno's principles influenced areas outside of manufacturing, and have been extended into the service arena. For example, the field of sales process engineering has shown how the concept of Just In Time (JIT) can improve sales, marketing, and customer service processes.^[4][5]

Ohno was also instrumental in developing the way organisations identify waste, with his 'Seven Wastes' model which have become core in many academic approaches.^[6] These wastes are:

1. Delay, waiting or time spent in a queue with no value being added
2. Producing more than you need
3. Over processing or undertaking non-value added activity
4. Transportation
5. Unnecessary movement or motion
6. Inventory
7. Defects in the Product.

Ohno is also known for his 'Ten Precepts' to think and act to win.^[7]

1. You are a cost. First reduce waste.
2. First say, 'I can do it.' And try before everything.
3. The workplace is a teacher. You can find answers only in the workplace.
4. Do anything immediately. Starting something right now is the only way to win.
5. Once you start something, persevere with it. Do not give up until you finish it.
6. Explain difficult things in an easy-to-understand manner. Repeat things that are easy to understand.
7. Waste is hidden. Do not hide it. Make problems visible.
8. Valueless motions are equal to shortening one's life.
9. Re-improve what was improved for further improvement.
10. Wisdom is given equally to everybody. The point is whether one can exercise it.

See also[edit]

• Shigeo Shingo (新郷 重雄Shingō Shigeo)

Published works[edit]

• Ohno, Taiichi (1988), Toyota Production System: Beyond Large-Scale Production, Productivity Press, ISBN0-915299-14-3
• Ohno, Taiichi (1988), Workplace Management, Productivity Press, ISBN0-915299-19-4
• Ohno, Taiichi (2007), Workplace Management. Translated by Jon Miller, Gemba Press, ISBN978-0-9786387-5-7, ISBN0-9786387-5-1

References[edit]

1. ^Nakamuro, Jun. 'Re-Translating Lean from Its Origin'. Retrieved 22 July 2019.
2. ^Nakamuro, Jun. 'Beyond Toyota - The Continuous Evolution of TPS and Kaizen'. Retrieved 22 July 2019.
3. ^Ohno, Taiichi (1988). Toyota Production System: Beyond Large-Scale Production (English translation ed.). Portland, Oregon: Productivity Press. pp. 75–76. ISBN0-915299-14-3.
4. ^Selden, Paul H (1997). Sales Process Engineering: A Personal Workshop. Milwaukee, WI: ASQ Quality Press. pp. 113–120.
5. ^Emiliani, Bob; Stec, David; Grasso, Lawrence; Stodder, James (2007). Better thinking, better results: case study and analysis of an enterprise-wide lean transformation (2nd ed.). Kensington, Conn: Center for Lean Business Management. ISBN978-0-9722591-2-5.
6. ^Dumas, Marlon; La Rosa, Marcello; Mendling, Jan; Reijers, Hajo A. (2013). Fundamentals of Business Process Management. Heidelberg: Springer. ISBN978-3-642-33143-5.
7. ^'What every LEAN COACH should know and teach -- Ohno's Precepts'. 2016-07-05. Retrieved 2016-07-06.