Toyota Production System: Beyond Large-Scale Production 1st Edition
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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
- Item Weight : 14.4 ounces
- Hardcover : 152 pages
- Product Dimensions : 6.39 x 0.72 x 9.26 inches
- ISBN-13 : 978-0915299140
- ISBN-10 : 0915299143
- Publisher : Productivity Press; 1st Edition (March 1, 1988)
- Language: : English
- Best Sellers Rank: #80,014 in Books (See Top 100 in Books)
- Customer Reviews:
Top reviews from the United States
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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 supposedly three Lean JIT American companies that only ordered items when needed (that day). We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to reapply us. Their argument was, “It’s supposed be 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 he said the misapplication of JIT could cause serious damage to your product flow. Line Stoppage end
TPS can be applied in different forms and different industries. The objective is waste elimination.
+ 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
- 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.
I appreciate the very fine service.
Concerning the book I concluded that is a clasic on the topic; Ohno is very didacting explaning the Toyota production System,
I'm a lecturer and I'm recommeding this book to collegues and students,
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.
Now, about the book, I believe it's a reference for all operation managers, will give you real inside on why was TPS developed and the importance of it implementation in more field even 40 years later.
Top reviews from other countries
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.
All other books try to add to the original idea and only succeed in taking something away from the original message.
No one can tell you how to implement the TPS but this book will give you the clear message and thinking behind what Taiichi Ohno did when developing the TPS at Toyota.
Mr Ohno is modest throughout, as he explains how he developed the system in an autobiographical style - it almost reads like a novel. He explains where things did not go well and where he failed, as well as what really worked.
If you work in manufacturing, this is a must read!
Throughout the book Ohno explains the thought processes that led to him to think the unthinkable, and experiment with ideas that are counter-intuitive for people trained in the world of mass production.