Toyota Production System: Beyond Large-Scale Production
by Taiichi Ohno and Norman Bodek · 1 Jan 1978 · 167pp · 44,104 words
Illusion ofJapanese Industry Establishing a Production Flow Production Leveling In the Beginning, There Was Need A Revolution in Consciousness Is Indispensable 2 Evolution of the Toyota Production System . . . 17 Repeating Why Five Times Complete Analysis of Waste My Plant-First Principle Writing the Standard Work Sheet Yourself Teamwork Is Everything The Skill
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Worker Management by Ninjutsu In an Art Form, Action Is Required Advocating Profit-Making Industrial Engineering Surviving the Slow-Growth Economy 4 Genealogy of the Toyota Production System . . 75 A Global World Around Us Two Extraordinary Characters Learning from the Unyielding Spirit Toyotaism with a Scientific and Rational Nature Provide Good Equipment
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It has been studied and introduced into workplaces regardless of industrial type, scale, and even national boundaries. And, indeed, this is a happy occurrence. The Toyota production system evolved out of need. Certain restrictions in the marketplace required the production of small quantities of many varieties under conditions of low demand, a fate
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his son Toyoda Kiichiro (1894-1952), Toyota Motor Company's first president and father of the Japanese passenger car, are the foundation of the Toyota production system. The Toyota production system was conceived and its implementation begun soon after World War II. But it did not begin to attract the attention ofJapanese industry until the first
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of my readers. Taiichi Ohno June 1987 A Comment on This Book IN COUNTRIES AROUND the world, people are studying production methods. In Japan, the Toyota production system was developed some 30 years ago by Mr. Taiichi Ohno, presently vice president of the Toyota Motor Company. This revolutionary method is showing tremendous results
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has merits and shortcomings. Choosing one or the other and applying it effectively depends on the philosophy and practical creativity of managers and supervisors. The Toyota production system is a pull method. To understand its tremendous success, one has to grasp the philosophy behind it without being sidetracked by particular aspects of
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have entered the English language (shogun, daimyo), and individual's names in which customarily the macron is replaced by an h (Ohno, not Ono). Toyota Production System 1 Starting from Need The Oil Crisis Opened Our Eyes THE OIL CRISIS in the fall of 1973, followed by a recession, affected government, business
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. If we could eliminate the waste, productivity should rise by a factor of ten. This idea marked the start of the present Toyota production system. ► Just-In-Time The basis of the Toyota production system is the absolute elimination of waste. The two pillars needed to support the system are: • just-in-time • autonomation, or
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system, already discussed, and autonomation, described in the next section. The kanban method is the means by which the Toyota production system moves smoothly. ► Give the Machine Intelligence The other pillar of the Toyota production system is called autonomation - not to be confused with simple automation. It is also known as automation with a human touch
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normal and abnormal operations must be clear and countermeasures always taken to prevent recurrence. This is why I made autonomation the other pillar of the Toyota production system. ► The Power of Individual Skill and Teamwork Implementing autonomation is up to the managers and supervisors of each production area. The key is to
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Present capacity = work + waste True efficiency improvement comes when we produce zero waste and bring the percentage of work to 100 percent. Since, in the Toyota production system, we must make only the amount needed, manpower must be reduced to trim excess capacity and match the needed quantity. The preliminary step toward application
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of the Toyota production system is to identify wastes completely: • Waste of overproduction • Waste of time on hand (waiting) • Waste in transportation • Waste of processing itself • Waste of stock
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principle. ► Writing the Standard Work Sheet Yourself In each Toyota Motor Company plant, as well as in the production plants of cooperating firms adopting the Toyota production system, visual control is thoroughly established. Standard work sheets are posted prominently at each work station. When one looks up, the andon (the line stop indication
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then forwarded to the purchasing department. Using this information, commodities taken are swiftly replaced by purchasing. These cards correspond to the withdrawal kanban in the Toyota production system. In the supermarket, the commodities displayed in the store correspond to the inventory at the production plant. If a supermarket had its own production plant
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burden. The greater the fluctuation in quantity picked up, the more excess capacity is required by the earlier process. To make matters worse, the Toyota production system is tied through synchronization not only to each production process within the Toyota Motor Company but also to the production processes of the cooperating firms
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In fact, it is certainly this diversity that has reduced the effectiveness of mass production in the automobile industry. In adapting to this diversity, the Toyota production system has been much more efficient than the Ford-style mass-production system developed in America. Toyota's production system was originally conceived to produce small
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a production system that can meet the challenge of diversification. While the traditional planned mass-production system does not respond easily to change, the Toyota production system is very elastic and can take the difficult conditions imposed by diverse market demands and digest them. The Toyota system has the flexibility to do
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press brings the cost down. It was considered common sense to produce in the largest lots possible and punch continuously without stopping the press. The Toyota production system, however, requires leveled production and the smallest lots possible even though it seems contrary to conventional wisdom. So, how did the die press section
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not accommodate each other. It is undeniable that leveling becomes more difficult as diversification develops. However, I want to emphasize again that, with effort, the Toyota production system can cope with it well enough. In keeping market diversification and production leveling in harmony, it is important to avoid the use of dedicated facilities
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It takes a great effort to practice the six rules of kanban discussed above. In reality, practicing these rules means nothing less than adopting the Toyota production system as the management system of the whole company. Introducing kanban without actually practicing these rules will bring neither the control expected of kanban nor the
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possible through just-in-time and autonomation. I firmly believe that an industrial reflex nerve can be installed by using these two pillars of the Toyota production system. ► Provide Necessary Information When Needed I have emphasized that an "agricultural" mind at work in the industrial age causes problems. But should we then
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although arrived at gradually, is not needed 10 or 20 days in advance. An industrial mind must be very realistic - and realism is what the Toyota production system is based upon. ► The Toyota-Style Information System Toyota naturally makes production schedules - like other companies. Just because we produce just-in-time in
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But if we rashly purchase the most advanced high-performance machine, the result will be overproduction and waste. ► Re-Examining the Wrongs of Waste The Toyota production system is a method to thoroughly eliminate waste and enhance productivity. In production, "waste" refers to all elements of production that only increase cost without adding
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reducing manpower and inventory, clarifying the extra availability of facilities and equipment, and gradually diminishing secondary waste. Regardless of how much is said, adopting the Toyota production system will be meaningless without a complete understanding of the elimination of waste. For this reason, I have explained it again. ► Generate Excess Capacity I have
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- because it helps hide other wastes. The most important step in reducing manpower is to eliminate overproduction and establish control measures. To implement the Toyota production system in your own business, there must be a total understanding of waste. Unless all sources of waste are detected and crushed, success will always be
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creativity, and power of its people that enabled Toyota to put into practice the methods that ultimately have become the Toyota production system. And this is not just an expression of conceit. In the Toyota production system, we frequently say, "Do not make isolated islands." If workers are sparsely positioned here and there among the machines
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raised at Toyota Motor Company be comparable or superior to the American IE's business management and manufacturing system. We are very happy that the Toyota production system has become, as I intended, a company-wide manufacturing technology directly tied to management. And, fortunately, it is extending to the outside cooperating firms
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was matched by no one's. Thus, from the beginning, our corporate world was globally oriented. ► Two Extraordinary Characters The two pillars of the Toyota production system are autonomation and just-in-time. Autonomation was taken from the ideas and practice of Toyoda Sakichi. The Toyota-type auto-activated loom, which he
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flow, or automation, system. Although the events described by Sorensen took place around 1910, the basic pattern has changed very little. Like Ford's, the Toyota production system is based on the work flow system. The difference is that, while Sorensen worried about warehousing parts, Toyota eliminated the warehouse. ► Small Lot Sizes
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maximum amount possibly needed in the fluctuating situation. This is an obvious waste that boosts costs. Complete elimination of waste is the basis of the Toyota production system. Therefore, production leveling is strictly practiced and fluctuation is flattened or smoothed. Lot sizes are made smaller and the continuous flow of one item
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the need for prevention. If we think to keep inventory in anticipation of machine problems, why not consider preventing trouble before it occurs? As the Toyota production system gradually spread within and outside the Toyota Motor Company, I asked everyone concerned to study how machine problems and process difficulties could be prevented. Thus
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, preventive "medicine" or maintenance became an integral part of the Toyota production system. Ford had similar ideas on this subject. To fulfill his business's social responsibility, he established hospitals, schools, and the well-known Ford Foundation.
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Chinese industries trying hard to promote modern industrialization. From Ford's time to the present, through our postwar period when we began work on the Toyota production system, and within the industrialization that China is trying to achieve, there is one universal element -- and Ford called it "true efficiency." Ford said efficiency
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connection with the automobile industry, it is undeniable that we have been pursuing efficiency and regarding quantity and speed as its two major factors. The Toyota production system, on the other hand, has always suppressed overproduction, producing in response to the needs of the marketplace. In the high-growth period, market needs
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We knew how big a strain the approach of "big guns" could be on manufacturing. So we concentrated on developing the Toyota production system without being pushed by the trends. The Toyota production system first established the basis of rationalization with its production method. Its challenge was the total elimination of waste by using the just
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and machine and worker have become so adversarial. For our development to continue, we must become more generous, more resourceful, and more creative. As the Toyota production system evolved, I frequently applied reverse common sense or inverse thinking. I urge all managers, intermediate supervisors, foremen, and workers in production to be more flexible
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behind the scenes. [Ed. - Diamond is the original Japanese publisher.] Taiichi Ohno 1978 Glossary of Major Terms As a guide to understanding and applying the Toyota production system, the author has defined 24 important terms. ► Andon Andon, the line-stop indicator board hung above the production line, is a visual control. The trouble
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red light is turned on. To thoroughly eliminate abnormalities, workers should not be afraid to stop the line. ► Autonomation (Automation with a Human Touch) The Toyota production system utilizes autonomation, or automation with a human touch, rather than automation. Autonomation means transferring human intelligence to a machine. The concept originated with the auto
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model, then yet another. - Profit-Making Industrial Engineering The production management technique we call industrial engineering (IE) came from America. Traditional definitions aside, in the Toyota production system, IE is regarded as the production technology that attempts to reduce costs by harmonizing quality, quantity, and timing throughout the production area. It is not
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• to develop a line that is strong and rarely needs to be stopped. There is no reason to fear a line stop. ► Toyota Production System The first aspect of the Toyota production system is the Toyotastyle method of production, which means putting a flow into the manufacturing process. In the past, lathes were located in the
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as well as to the arrangement of goods and tools, inventory, circulation of kanban, standard work procedures, and so on. In production lines using the Toyota production system, visual control, or management by sight, is enforced. ► Waste Recognition and Elimination To recognize waste, we must understand its nature. Production waste can be
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the product flows along. If goods are carried by conveyor, this is not work flow, but work forced to flow. The basic achievement of the Toyota production system is setting up the manufacturing flow. This naturally means establishing a work flow. ► Work Improvement vs. Equipment Improvement Plans to improve production can be
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to be placed, and (2) equipment improvement, such as buying equipment and making machines autonomated. Equipment improvement takes money and cannot be undone. In the Toyota production system, sequencing of work and work standardization are done first. In this way, most problem areas can be eliminated or improved. If equipment improvement comes first
Our Dollar, Your Problem: An Insider’s View of Seven Turbulent Decades of Global Finance, and the Road Ahead
by Kenneth Rogoff · 27 Feb 2025 · 330pp · 127,791 words
did the institutions that developed after World War II. And as already noted, Japanese industry introduced many important innovations to the world, such as the Toyota production system and its “just in time” process. With the benefit of hindsight, though, it is now clear that the biggest factor in Japan’s post-war
Car Guys vs. Bean Counters: The Battle for the Soul of American Business
by Bob Lutz · 31 May 2011 · 249pp · 73,731 words
the exact opposite: gleaming buildings, well-landscaped grounds, brilliantly lit inside, with a level of cleanliness that would rival many hospitals.All of the fabled “Toyota Production System” methods were learned and incorporated over the years. Modern equipment, a positive change in union-management working relationships, a union-shared focus on quality, a
Smarter Faster Better: The Secrets of Being Productive in Life and Business
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cars inside the United States and expand the company’s sales in America. For General Motors, it was an opportunity to learn about the famed “Toyota Production System,” which was producing cars of very high quality at very low costs in Japan. One hitch in the partnership was that GM’s agreement with
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appreciated his honesty and were offering him a job. First, though, he would have to go to Japan for two weeks and learn about the Toyota Production System. Sixteen days later, NUMMI flew Madrid and about two dozen other workers to the Takaoka auto plant outside Toyota City, Japan, the first in a
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design throughout the day. The next morning, everyone had their own versions of the tool waiting at their stations. Madrid’s trainers explained that the Toyota Production System—which in the United States would become known as “lean manufacturing”—relied on pushing decision making to the lowest possible level. Workers on the assembly
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people in a position to succeed, they will. “What we didn’t say was that if we couldn’t figure out how to export the Toyota Production System, we were screwed,” Shook said. “It’s the culture that makes Toyota successful, not hanging cords or prototyping tools. If we couldn’t export a
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was as high as that of plants in Japan, “even though its workers were, on average, ten years older and much less experienced with the Toyota production system,” the Harvard researchers wrote. In 1985, Car and Driver magazine printed an issue with the cover line “Hell Freezes Over,” announcing NUMMI’s accomplishments. The
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from examples like NUMMI. In the previous two decades, as NUMMI’s success had become better known, executives in other industries had started adapting the Toyota Production System philosophy to other industries. In 2001, a group of computer programmers had gathered at a ski lodge in Utah to write a set of principles
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put ourselves on the screen.” Jerry Robbins pushed his collaborators in West Side Story to draw on their own experiences to become creative brokers. The Toyota Production System unlocked employees’ capacity to suggest innovations by giving them more control. The Disney system does something different. It forces people to use their own emotions
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: 14 Management Principles from the World’s Greatest Manufacturer (New York: McGraw-Hill, 2003); Steven Spear and H. Kent Bowen, “Decoding the DNA of the Toyota Production System,” Harvard Business Review 77 (1999): 96–108; David Magee, How Toyota Became #1: Leadership Lessons from the World’s Greatest Car Company (New York: Penguin
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employees to use best processes, practices and technologies to eliminate waste throughout the enterprise….While it is true that GMS has its roots in the Toyota Production System (TPS) that was implemented at NUMMI in 1984, many components of GMS grew out of our efforts to benchmark lean manufacturing around the world….While
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be a global company they needed to set up operations overseas and they had little experience doing it outside of sales. They believed that the Toyota Production System was vital to their success and it was highly dependent on people deeply understanding the philosophy and continuously improving in an environment of trust. They
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Finally On Line,” PC Magazine, July 31, 2012; Evan Perez, “FBI Files Go Digital, After Years of Delays,” The Wall Street Journal, August 1, 2012. Toyota Production System philosophy to other industries For more on lean and agile management and methodologies, please see Craig Larman, Agile and Iterative Development: A Manager’s Guide
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Culture: The Heart and Soul of the Toyota Way (New York: McGraw-Hill, 2007); Steven Spear and H. Kent Bowen, “Decoding the DNA of the Toyota Production System,” Harvard Business Review 77 (1999): 96–108; James P. Womack and Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation (New
Reimagining Capitalism in a World on Fire
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hours a week in training and an additional two hours meeting together to solve problems. In short, the plant invented something remarkably close to the Toyota production system years before Toyota would first make waves in the United States. Augusta was so successful that by 1967 every new P&G plant was required
Kanban in Action
by Marcus Hammarberg and Joakim Sunden · 17 Mar 2014
some people, because they usually just want to know what “to do.” He has solid theoretical knowledge in all things Lean, agile, and about the Toyota Production System. And he has a lot of practical experience to go along with it, too. In his spare time, Joakim is a foodie and a movie
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” or “signaling card.” Kanban as a concept comes from Toyota, where it was invented as a scheduling system for just-in-time manufacturing in the Toyota Production System (TPS). When researchers in the West studied TPS, they called it Lean Production System, later Lean Manufacturing and Lean Thinking.[a] Kanban has its origins
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needed, just in time—at the right place and in the right quantity: no more, no less. 1 Toyota is the company that pioneered the Toyota Production System (TPS), which Lean is based on. This continuous flow turns every process into a tightly linked chain in which everything is connected. There is nowhere
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when we collect the cash. And we are reducing that time line by removing the non-value-added wastes. Taiichi Ohno[2] 2 Taiichi Ohno, Toyota Production System: Beyond Large-Scale Production (Productivity Press, 1988, http://amzn.com/0915299143), p. ix. Another way of expressing this is to ask, “What’s stopping the
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of 20 years of studying Toyota and other Lean companies. It describes the philosophy and principles behind the Toyota Way and how Toyota implements the Toyota Production System in its daily business. The authors also share their advice on how you can change your company into a learning organization. Toyota Kata: Managing People
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and explain the Scrum management system to businesses outside the world of technology. In the book I talk about the origins of Scrum in the Toyota Production System and the OODA loop of combat aviation. I discuss how we organize projects around small teams—and why that is such an effective way to
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idea that comes from the company that first formed a lot of the ideas Scrum is based on: Toyota. And, more specifically, Taiichi Ohno’s Toyota Production System. I won’t go into all the details here, but one of the key concepts that Ohno introduced is the idea of “flow.” That is
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flow. Everything that stands in the way is waste. Ohno gives waste a moral, as well as a business, value in his classic book, The Toyota Production System: It is not an exaggeration that in a low-growth period such waste is a crime against society more than a business loss. Eliminating waste
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number one car company in the world. And it’s how any sort of “Lean” manufacturing (the American term for using the concepts of the Toyota Production System), or Scrum product development, is done. Change or Die Part of the reason a new way of doing things was so imperative, and why such
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them. Instead, Toyota declined to rehire the managers and rehired most of the original workforce—even sent some of them to Japan to learn the Toyota Production System. Almost immediately the NUMMI plant was producing cars with the same precision and as few defects as cars that were produced in Japan. Same people
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at All As I’ve mentioned, Scrum takes a lot of its thinking from the Japanese manufacturing model that was codified in the classic book Toyota Production System by Taiichi Ohno. In the United States this model has been interpreted as “Lean” manufacturing. Basically, the idea is to eliminate as much waste as
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’s Implementation of the Sentinel Project. US Department of Justice, Office of the Inspector General. Report 11-01, October 2010. 3. Ibid. 4. Ohno, Taiichi. Toyota Production System: Beyond Large-scale Production (Cambridge, MA: Productivity, 1988). 5. Roosevelt, Theodore. “Citizenship in a Republic.” Speech at the Sorbonne, Paris, France, April 23, 1910. CHAPTER
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. Milgram, Stanley. “The Perils of Obedience.” Harper’s Magazine, 1974. CHAPTER FOUR 1. Marvell, Andrew. “To His Coy Mistress,” (1681). CHAPTER FIVE 1. Ohno, Taiichi. Toyota Production System: Beyond Large-scale Production (Cambridge, MA: Productivity, 1988). 2. Strayer, David, Frank Drews, and Dennis Crouch. “A Comparison of the Cell Phone Driver and the
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, 5.2, 6.1, 6.2, 7.1 Chief Engineers (Shusas) at continuous improvement (kaizen) at NUMMI and Prius and workers’ empowerment at Toyota Production System, 2.1, 3.1 Toyota Production System (Ohno), 1.1, 5.1 transcendence, 2.1, 3.1, 3.2, 3.3 transparency, 7.1, 7.2, 7.3, 7.4
Little Bets: How Breakthrough Ideas Emerge From Small Discoveries
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. University of Michigan Professor Jeffrey Liker is a long-time student of Toyota’s processes and culture. This book provides an excellent overview of the Toyota Production System, otherwise known as lean production. Elements include: problem solving and continuous learning (genchi and genbutsu), respect for people and partners (kaizen), flow processes and pull
Unleashed
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-eyed, industrial math: more efficient suppliers would mean lower costs for Toyota. And so Toyota gave its suppliers access to the wisdom of its famed Toyota Production System (TPS). Suppliers got to learn from TPS how to lower their own operating costs, while Toyota got a progressively lower price on parts. This extraordinary
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, October 15, 2019, https://www.consumerreports.org/tv-service/cable-tv-fees/. 22. Steven J. Spear and H. Kent Bowen, “Decoding the DNA of the Toyota Production System,” Harvard Business Review, September 1, 1999. 23. Shawn Achor et al., “9 Out of 10 People Are Willing to Earn Less Money to Do More
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–86 360-degree reviews, 117–119 “toe-stepping,” 178–179 Ton, Zeynep, 147–148 tough love, 62, 86–87 toxic employees, 123 Toyota, 153–154 Toyota Production System (TPS), 153–154 trade-offs, 136–141 Trader Joe’s, 44 trust, 12, 13, 31–58 attributes of, 34, 36 authenticity and, 34–37, 47
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