Workplace Management (Special 100th Birthday Edition)

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. 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

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