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Management Lessons from Taiichi Ohno: What Every Leader Can Learn from the Man who Invented the Toyota Production System

Name: Management Lessons from Taiichi Ohno: What Every Leader Can Learn from the Man who Invented the Toyota Production System
Author: Takehiko Harada
ISBN: 9780071849746

by Takehiko Harada

June 2015

Intermediate to advanced

240 pages

3h 17m

English

McGraw-Hill

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Cover
Title Page
Copyright Page
Contents
Translator’s Notes and Insights
Introduction
CHAPTER 1 Learning from Mr. Taiichi Ohno
Lesson 1: No One Really Understood What I Was Saying, So I Had to Go to the Gemba and Give Detailed InstructionsLesson 2: Kaizen Equals Getting Closer to the Final ProcessLesson 3: You Need by the Line Only the Parts for the Car You Are Assembling NowLesson 4: Building in Batches Stunts the Growth of Your Operations (Don’t Combine Kanbans and Build a Group of Them)Lesson 5: Nine Out of Ten, One Out of TenLesson 6: The Foreman or Leader Is the One Who “Breaks” the Standard (When You Make an Improvement and You Can Take Out One Person, Give Up Your Best Person)Lesson 7: Multiskilling Means Learning the Next Process—Keep It Flowing Until You Reach the Last ProcessLesson 8: What’s That Red Circle on the Top Right of That Graph?Lesson 9: Are You as the Manager Having Them Do It, or Are They Just Doing It Their Way? Which Is It, Man?Lesson 10: Standard Work for the Andon Is, “Go There When It Flashes”Lesson 11: Standard Work Is the Foundation of KanbanLesson 12: When the Worker Pushes the Start Button, He Has Stopped Moving. Can’t You Guys Figure Out a Way for Him to Push Start While Still Moving?Lesson 13: You Bought an Expensive Machine, and Now You Want an Expensive Foreman or Engineer to Run It? Are You Mad?Lesson 14: Engineers in Production Become the Horizontal Threads in the ClothLesson 15: The Lowest Kanban Quantity Should Be Five
CHAPTER 2 The Role of the Top
The Management and Structure Needed to Have a Successful Toyota Production System DeploymentThe Role of Top Management: People Who Can Change the Structure (Rules, Organization, and Operations) Based on Changes the Production Environment FacesThe Foundation of Operations: How the Top Should Look at Things from Four Perspectives
CHAPTER 3 The Role of Management: Enable Your Employees to Do the Work Well
To All You Managers Out ThereManagers Are There to Create an Environment in Which Increases in Flow HappenGiving Authority: Growing People You Can EmpowerManagement Should Make Workplaces That Motivate People to Work and Sustain the Motivation
CHAPTER 4 If You Respect Other People, They Will Trust You
Talk to the Top People and Other Expatriates About Their ExperienceThink of Managing an Overseas Plant as a Three-Story BuildingMake an Environment Where It’s OK to Say, “I’m Sorry”Make the Toyota Production System a Pillar of the Management of the EntityBe Proactive in Encouraging the Toyota Production System Inside and Outside Your CompanyChoose a Local Manager for Working with SuppliersHow to Deploy the Toyota Production System in SuppliersTop Management Must Visit and Coach Suppliers at Least Three Times a YearThe Factory Must Be Run by Local Management, Starting with the Factory Manager and All the Way DownMake Japanese the Official Company LanguageBecome an Executive Who People Can Trust. Respect Others and They Will Trust You

Afterword: To Those Top Managers Who Are Thinking of Applying the Toyota Principles to Make a Wonderful Operation
Index
About the Author

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Management Lessons from Taiichi Ohno: What Every Leader Can Learn from the Man who Invented the Toyota Production System

by Takehiko Harada

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.