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

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

by Takehiko Harada

NOOK Book(eBook)

$23.99 $31.50 Save 24% Current price is $23.99, Original price is $31.5. You Save 24%.
View All Available Formats & Editions

Available on Compatible NOOK Devices and the free NOOK Apps.
WANT A NOOK?  Explore Now


The 15 most powerful practices of the legendary Taiichi Ohno you can use to drive breakthrough productivity improvements in your company

Having spent 40 years working at the side of Taichii Ohno at Toyota, Takehiko Harada recounts his experiences transforming operations as we know them.

In Management Lessons from Taichii Ohno, Harada explains, “Good Kaizen makes an environment where work is meaningful. To create a workplace like this, it is crucial to train people in the management of a lean organization.” The book provides managers and executives with the tools they need to implement TPS/Lean within their organization.

Product Details

ISBN-13: 9780071849746
Publisher: McGraw-Hill Education
Publication date: 06/05/2015
Sold by: Barnes & Noble
Format: NOOK Book
Pages: 240
File size: 2 MB

About the Author

Takehiko Harada joined Toyota Motor Corporation in 1968, where he served as machine department head, project general manger of the Operations Management Consulting Division (Toyota’s TPS deployment group), and Head for engineering works.

Table of Contents

Translator’s Notes and Insights ix

Introduction 1

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 Instructions 7

Lesson 2: Kaizen Equals Getting Closer to the Final Process 11

Lesson 3: You Need by the Line Only the Parts for the Car You Are Assembling Now 17

Lesson 4: Building in Batches Stunts the Growth of Your Operations (Don’t Combine Kanbans and Build a Group of Them) 20

Lesson 5: Nine Out of Ten, One Out of Ten 24

Lesson 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) 29

Lesson 7: Multiskilling Means Learning the Next Process—Keep It Flowing Until You Reach the Last Process 32

Lesson 8: What’s That Red Circle on the Top Right of That Graph? 35

Lesson 9: Are You as the Manager Having Them Do It, or Are They Just Doing It Their Way? Which Is It, Man? 39

Lesson 10: Standard Work for the Andon Is, “Go There When It Flashes” 42

Lesson 11: Standard Work Is the Foundation of Kanban 45

Lesson 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? 49

Lesson 13: You Bought an Expensive Machine, and Now You Want an Expensive Foreman or Engineer to Run It? Are You Mad? 52

Lesson 14: Engineers in Production Become the Horizontal Threads in the Cloth 55

Lesson 15: The Lowest Kanban Quantity Should Be Five 60

CHAPTER 2: The Role of the Top

The Management and Structure Needed to Have a Successful Toyota Production System Deployment 65

The Role of Top Management: People Who Can Change the Structure (Rules, Organization, and Operations) Based on Changes the Production Environment Faces 70

The Foundation of Operations: How the Top Should Look at Things from Four Perspectives 72

CHAPTER 3: The Role of Management: Enable Your Employees to Do the Work Well

To All You Managers Out There 81

Managers Are There to Create an Environment in Which Increases in Flow Happen 84

Giving Authority: Growing People You Can Empower 89

Management Should Make Workplaces That Motivate People to Work and Sustain the Motivation 98

CHAPTER 4: If You Respect Other People, They Will Trust You

Talk to the Top People and Other Expatriates About Their Experience 120

Think of Managing an Overseas Plant as a Three-Story Building 121

Make an Environment Where It’s OK to Say, “I’m Sorry” 127

Make the Toyota Production System a Pillar of the Management of the Entity 129

Be Proactive in Encouraging the Toyota Production System Inside and Outside Your Company 132

Choose a Local Manager for Working with Suppliers 134

How to Deploy the Toyota Production System in Suppliers 137

Top Management Must Visit and Coach Suppliers at Least Three Times a Year 139

The Factory Must Be Run by Local Management, Starting with the Factory Manager and All the Way Down 141

Make Japanese the Offi cial Company Language 143

Become an Executive Who People Can Trust. Respect Othersand They Will Trust You 145

Afterword: To Those Top Managers Who Are Thinking of Applying the Toyota Principles to Make a Wonderful Operation 151

Index 157

Customer Reviews