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Toyota Production System 1st Edition
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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.
- ISBN-100915299143
- ISBN-13978-0915299140
- Edition1st
- Publication dateMarch 1, 1988
- LanguageEnglish
- Dimensions6 x 0.59 x 9 inches
- Print length152 pages
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Editorial Reviews
From Library Journal
Copyright 1988 Reed Business Information, Inc.
About the Author
TAIICHI OHNO was born in Dairen (Port Arthur), Manchuria, China, in February 1912. In 1932, after graduating from the department of mechanical engineering, Nagoya Technical High School, he joined Toyoda Spinning and Weaving. In 1943-, he was transferred to the Toyota Motor Company where he was named machine shop manager in 1949. He became Toyota's director in 1954, managing director in 1964, senior managing director in 1970, and executive vice president in 1975. Although he retired from Toyota in 1978, Mr. Ohno continues as chairman of Toyoda Spinning and Weaving. He resides in Toyota-shi, Aichi-ken. This book first appeared in Japan in May 1978 and reached its twentieth printing in February 1980. Productivity Press's 1988 edition is the first printed for the English-reading public
Product details
- Publisher : Productivity Press; 1st edition (March 1, 1988)
- Language : English
- Hardcover : 152 pages
- ISBN-10 : 0915299143
- ISBN-13 : 978-0915299140
- Item Weight : 14.3 ounces
- Dimensions : 6 x 0.59 x 9 inches
- Best Sellers Rank: #93,688 in Books (See Top 100 in Books)
- #13 in Total Quality Management (Books)
- #16 in Quality Control (Books)
- #48 in Production & Operations
- Customer Reviews:
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Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere.
Reviewed in the United States on September 26, 2020
Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere.
What makes this book unique is that the author was THE pioneer who brought most of these concepts to life. In the last chapters of the book he does a good job at putting his approach in perspective with earlier developments at Toyota, Ford, and GM.
TPS can be applied in different forms and different industries. The objective is waste elimination.
Pro:
+ Reinforces many of the basics and things I already believed about TPS, which can be a good thing to do once in a while
+ Does a good job describing the purpose of kanban but stops short of describing how badly it can harm the business when poorly implemented
+ Creates a greater appreciation for how long it took to develop concepts (this was very interesting to me)
+ Some notable quotes to use and share later
+ A good book to read to confirm that the "intro to lean" course you took was (or wasn't) directionally correct
+ Some interesting history about the development of TPS, and that each element was "created in response to a need"
+ Also some interesting commentary on the Ford (Mass Production) System, which I had heard before, but coming from Taiichi's pen made it more meaningful
Con:
- Somewhat short on content (117 small pages)
- Misspelled "takt" as"tact" repeatedly and perhaps defines it incorrectly too (how could this happen!?)
Bottom line: A good read for the beginner, the zealot who wishes a refresher or to practice a philosophical TPS "go and see." Not for everybody.
Top reviews from other countries
chronologically. Good references about ford production system also have been referred
There are many books that provide a better explanation of; How to apply lean.
I have not seen any book that explains better "Why lean was developed in this time and place".
In addition I discovered a few "how to" lean nuggets that I was not aware of before
It is indeed correct that the language is little stilted and abrupt.
We must keep in mink, this is a translation from the original in Japanese and Taiichi Ohno was born in 1912.
I think the translator does a marvelous job of preserving some of the ambiance from the original text.
Interessant ist zu lesen, dass das TPS als Alternative zur kostengünstigen Massenherstellung von amerikanischen Autos (Ford, General Motors) von konzipiert wurde, weil Taiichi Ohno davon ausgegangen ist, dass Autos von Toyota die Stückzahlen von Ford und General Motors nicht erreichen kann (Beyond Large Scale Production), aber Toyota um die gleichen Käufer und Märkte kämpfen wird und dies nur erfolgreich tun kann, wenn Toyota im Bereich Produktvielfalt, Kosten und Qualität ebenbürtig ist.
Zwei weitere Aspekte finde ich erwähnenswert: Taiichi Ohno, hat mit der Entwicklung des TPS nicht für die Autoproduktion begonnen, sondern es hat seinen Ursprung in der Maschinenherstellung für die Textilindustrie (Webstühle; der Ursprung von Toyota). Weiter ist offensichtlich, dass Taiichi Ohne ein grosse Bewunderung für Henry Ford hatte und er das TPS als Weiterentwicklung des Ford Production Systems (Massenherstellung) für Toyota sieht.
Das Buch ist ein Muss für Jeden, der an den Gedanken und Ideen hinter dem TPS interessiert ist.






