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Toyota Production System: Beyond large-scale production
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.
152 pages, Hardcover
First published January 1, 1978
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July 11, 2019This is a book that sits for me in absolute contrast to Getting Things Done. In that book the employee is alone. The amount of work they are exposed to is more than they can cope with. Their manager is indifferent or incapable of assisting them, the company as a whole appears to have no interest in making sure that work is done with or without employees dying at their desks. The only solution is for the heroic individual to go forth and spend their own money buying the author's book in order to be able to survive the American workplace.
The experience is a common enough one for many copies of Getting Things Done to have been sold but rereading Ohno's book on the Toyota management systems demonstrates how deeply weird and unbusiness-like the corporate life envisioned or even experienced by David Allen is.
Ohno was given the task by the Toyoda family of catching up with American levels of productivity in the Toyota vehicle manufacturing business - itself an offshoot of the family's loom manufacturing business. This was in the post-WWII period and some rough calculations showed that productivity per worker was nine times higher in the USA than in Japan.
The work to achieve this goal of reaching US levels of productivity was slow, experimental and thoughtful. It required abandoning what had been conventional in automobile manufacturing as well as in bookkeeping and considerable faith. Perhaps oddly in his quest Ohno was inspired by the supermarket and by the autonomated looms produced by the Toyoda family in the inter-war period which provided the finance for the development of their vehicle manufacturing business.
Enroute to achieving that goal Ohno developed Kanban - a visual ordering system to force the factory to work like a supermarket - ie receiving an order for a car would then require the production of sufficient defect free parts to manufacture that car as opposed to the traditional method of manufacturing parts to maximum extent that the machinery would allow irrespective of whether the business could sell those parts or not. He also used the method of asking why five times to get to the root of problems, a Just in time manufacturing method, Production levelling, or as he puts it ensuring that the Mountains should be low and valleys should be shallow (p36) and a comprehensive effort to remove waste. Not waste purely in terms of physical rubbish, but in a broader sense of removing any activity, process or practise that does not add value to the manufacturing process. Reducing lot sizes and getting rid of stock inventory - or lowering the water level to expose the stones as it was called - was important here in identifying defective work and addressing the causes of this.
Implicitly and explicitly there is a stress on having an approach that is appropriate for where you are. In Ohno's analysis Ford or General Motors style mass production would not have been successful in Japan in the 1930s because the market was too small and too segmented. Mass production is successful when times are good, but a focus on reducing waste allows continued growth in profits even in low growth or recession situations - as this has the potential to free the business from needing to produce in bulk to achieve a low unit cost per item. Despite this Ohno is generous towards the Ford system and credits its innovations - even in what we might consider as an originally Japanese manufacturing concept such as reducing waste, to this effect Ohno quotes a section of Ford's memoirs in which he reflects on the value of the scrap metal, and why his business processes were producing scrap in the first place.
The first great thing about Ohno's book is that it is short. I mean this in the positive sense. Many books are long, as though trying to justify the cover price, particularly it seems in business writing. An excess of words though is not quality. This book however is pithy. Concentrated. Flicking through it, a sentence catches my eye and the insights make me smile.
Time was when Toyota was doing very well and one could brandish a copy of The Toyota Way as through it offered an answer to any problem. In Ohno however there is something more, a sense of the attitude or a state of mind that one could cultivate in yourself based on a respect for the work of others. This is where the contrast with the world revealed in Getting Things Done comes in. This is a world in which the management works towards the effective functioning of the business as a whole. Not one in which people are left to flounder. The motivation may be more practical than humanitarian, but there is a clear assumption of responsibility.
Interesting and revealing is the role of nationalism, perhaps even of racism in motivating the Toyoda family and Ohno. Success in manufacturing was felt to demonstrate Japanese ingenuity and creativity and therefore proof that they are not inferior to Europeans (pp88-92). This is not the kind of thing one would find in an economics textbook but are the kinds of feelings that do or can motivate people.
The odd hagiography that Ohno cites of Toyoda the loom designer reminds me that I heard that many founders of major Japanese companies are regarded as being Kami. The world around us looks modern, but only because we don't see the tradition beneath the surface.
Some of the approaches discussed by Ohno including reducing batch sizes and reducing inventory are shown in practise in the novel The Goal, which might be a more appetising way to consuming some of these ideas than Ohno's book. The Toyota Way puts Ohno's work in a broader context and with more attention paid to actual production rather than the principles discussed here.
The experience is a common enough one for many copies of Getting Things Done to have been sold but rereading Ohno's book on the Toyota management systems demonstrates how deeply weird and unbusiness-like the corporate life envisioned or even experienced by David Allen is.
Ohno was given the task by the Toyoda family of catching up with American levels of productivity in the Toyota vehicle manufacturing business - itself an offshoot of the family's loom manufacturing business. This was in the post-WWII period and some rough calculations showed that productivity per worker was nine times higher in the USA than in Japan.
The work to achieve this goal of reaching US levels of productivity was slow, experimental and thoughtful. It required abandoning what had been conventional in automobile manufacturing as well as in bookkeeping and considerable faith. Perhaps oddly in his quest Ohno was inspired by the supermarket and by the autonomated looms produced by the Toyoda family in the inter-war period which provided the finance for the development of their vehicle manufacturing business.
Enroute to achieving that goal Ohno developed Kanban - a visual ordering system to force the factory to work like a supermarket - ie receiving an order for a car would then require the production of sufficient defect free parts to manufacture that car as opposed to the traditional method of manufacturing parts to maximum extent that the machinery would allow irrespective of whether the business could sell those parts or not. He also used the method of asking why five times to get to the root of problems, a Just in time manufacturing method, Production levelling, or as he puts it ensuring that the Mountains should be low and valleys should be shallow (p36) and a comprehensive effort to remove waste. Not waste purely in terms of physical rubbish, but in a broader sense of removing any activity, process or practise that does not add value to the manufacturing process. Reducing lot sizes and getting rid of stock inventory - or lowering the water level to expose the stones as it was called - was important here in identifying defective work and addressing the causes of this.
Implicitly and explicitly there is a stress on having an approach that is appropriate for where you are. In Ohno's analysis Ford or General Motors style mass production would not have been successful in Japan in the 1930s because the market was too small and too segmented. Mass production is successful when times are good, but a focus on reducing waste allows continued growth in profits even in low growth or recession situations - as this has the potential to free the business from needing to produce in bulk to achieve a low unit cost per item. Despite this Ohno is generous towards the Ford system and credits its innovations - even in what we might consider as an originally Japanese manufacturing concept such as reducing waste, to this effect Ohno quotes a section of Ford's memoirs in which he reflects on the value of the scrap metal, and why his business processes were producing scrap in the first place.
The first great thing about Ohno's book is that it is short. I mean this in the positive sense. Many books are long, as though trying to justify the cover price, particularly it seems in business writing. An excess of words though is not quality. This book however is pithy. Concentrated. Flicking through it, a sentence catches my eye and the insights make me smile.
Time was when Toyota was doing very well and one could brandish a copy of The Toyota Way as through it offered an answer to any problem. In Ohno however there is something more, a sense of the attitude or a state of mind that one could cultivate in yourself based on a respect for the work of others. This is where the contrast with the world revealed in Getting Things Done comes in. This is a world in which the management works towards the effective functioning of the business as a whole. Not one in which people are left to flounder. The motivation may be more practical than humanitarian, but there is a clear assumption of responsibility.
Interesting and revealing is the role of nationalism, perhaps even of racism in motivating the Toyoda family and Ohno. Success in manufacturing was felt to demonstrate Japanese ingenuity and creativity and therefore proof that they are not inferior to Europeans (pp88-92). This is not the kind of thing one would find in an economics textbook but are the kinds of feelings that do or can motivate people.
The odd hagiography that Ohno cites of Toyoda the loom designer reminds me that I heard that many founders of major Japanese companies are regarded as being Kami. The world around us looks modern, but only because we don't see the tradition beneath the surface.
Some of the approaches discussed by Ohno including reducing batch sizes and reducing inventory are shown in practise in the novel The Goal, which might be a more appetising way to consuming some of these ideas than Ohno's book. The Toyota Way puts Ohno's work in a broader context and with more attention paid to actual production rather than the principles discussed here.
May 3, 2022
It is very interesting reading and listening to what the intent of the Toyota Production System is about from the father of the system. for the last decade or so most of the books that have come out are focused on lean leadership and scientific thinking methods. The focus of modern writings has steered a completely different direction from the Productivity Press days with sensei like Ohno and Shingo. I believe it is not only interesting but important, to go back to these original writings so we can understand the "why" of TPS.
These original translations tell the story of Toyota leadership that came to America, learned from Ford and from the American Supermarket system, took their learning back to Japan, and created a system that worked for them. These older texts talk more tactically about applying the TPS. Newer texts talk about respect for people and leading. Ohno's text talks about Kanban and rapid change over as the key to driving up efficiency and down costs.
Bringing up "Lean" and "cost reduction" or "efficiency" in the same sentence today is almost taboo. It's important to understand, that Ohno was given a clear purpose and had a sense of urgency. If Post WWII Toyota was to play with the big players, his emphasis couldn't be on ensuring respect or making people happy or doing anything "the way it was". He doesn't discuss bringing groups of people together to conduct kaizen in the early stages..he discusses quick decisive actions lead by a relatively small group of his right-hand people. He knew TPS would need to evolve; but to start, he needed to become productive and make money.
These texts are such great reminders that you need a deep understanding of your purpose to be able to determine what "Lean" is to your company. Simply carbon copying someone else's work is just a waste of time.
These original translations tell the story of Toyota leadership that came to America, learned from Ford and from the American Supermarket system, took their learning back to Japan, and created a system that worked for them. These older texts talk more tactically about applying the TPS. Newer texts talk about respect for people and leading. Ohno's text talks about Kanban and rapid change over as the key to driving up efficiency and down costs.
Bringing up "Lean" and "cost reduction" or "efficiency" in the same sentence today is almost taboo. It's important to understand, that Ohno was given a clear purpose and had a sense of urgency. If Post WWII Toyota was to play with the big players, his emphasis couldn't be on ensuring respect or making people happy or doing anything "the way it was". He doesn't discuss bringing groups of people together to conduct kaizen in the early stages..he discusses quick decisive actions lead by a relatively small group of his right-hand people. He knew TPS would need to evolve; but to start, he needed to become productive and make money.
These texts are such great reminders that you need a deep understanding of your purpose to be able to determine what "Lean" is to your company. Simply carbon copying someone else's work is just a waste of time.
July 5, 2020
A perfect book to know how the whole toyota system works written by the man himself, taiichi ohno. This book can be helpful to people who want to learn about improving of supply chain system. The book describes how Toyota found a better way of production against the popular mass production techniques and how it's techniques are better than that of US automobile companies like Ford and GM.
April 1, 2016
I read this in the late 80's and reread it recently, it's the philosophy and history of the Toyota Production System, later called by other names including Just In Time. Locally this system was used to turn the Fremont NUMMI plant from GM's worst car plant to its best by only changing out management. GM has no other plant in North America that was able to convert to this system and used their bankruptcy as an excuse to close the plant that was embarrassing their management.
It's key aims are to eliminate wasted materials and idle workers. While Ohno says this is a better management method, when carried to its logical conclusion, you get things like the Toyota slaves and hideous pressures on subcontractors.
I don't plan on singing the Toyota company anthem anytime soon.
It's key aims are to eliminate wasted materials and idle workers. While Ohno says this is a better management method, when carried to its logical conclusion, you get things like the Toyota slaves and hideous pressures on subcontractors.
I don't plan on singing the Toyota company anthem anytime soon.
July 17, 2020
One of the densest books I have ever read, especially when you consider the ideas-to-length ratio. It's also rather difficult because it attempts to transmit an entirely counter-intuitive way of looking at production.
If you read this and you come from software, you can recognise in it the original forms of the ideas that have become lean and agile and scrum and kanban. Except that those frameworks are often bastardisations of the original principles.
This book is so dense, and so rich with insights, that I will likely need to revisit it many times over the next couple of years. Possibly for the rest of my life.
Recommended. A true classic.
If you read this and you come from software, you can recognise in it the original forms of the ideas that have become lean and agile and scrum and kanban. Except that those frameworks are often bastardisations of the original principles.
This book is so dense, and so rich with insights, that I will likely need to revisit it many times over the next couple of years. Possibly for the rest of my life.
Recommended. A true classic.
June 28, 2023
Taiichi Ohno Toyota Üretim Sistemini kendi ağzından tarihini, zorluklarını ve yaşadıklarını çok akıcı bir dille yazmış. Endüstri mühendisleri ve agile yöneticilerin başucundan hic ayrimayacaklari bir kitap olmuş.
July 15, 2018
5 stars for ideas and 3 for the writing.
I wish Belarusian factories started implementing just-in-time manufacturing at least in the 21st century.
However, there's another book on the manufacturing flow optimization that I would rather recommend: The Goal: A Process of Ongoing Improvement. The content is similar, but Goldratt is more easy to read.
I wish Belarusian factories started implementing just-in-time manufacturing at least in the 21st century.
However, there's another book on the manufacturing flow optimization that I would rather recommend: The Goal: A Process of Ongoing Improvement. The content is similar, but Goldratt is more easy to read.
September 3, 2019
Cuốn sách đầu tiên mình bắt đầu biên tập cho Alphabook.
Cuốn sách thật sự bổ ích vs những ai thích đọc về kinh doanh và tìm hiểu về phương thức nâng cao hiệu suất lao động - mà yếu tố con người là yếu tố tiên quyết của bộ máy Toyota và người Nhật nói chung. Bên cạnh các kiến thức về lịch sử phát triển hãng Toyota, kiến thức về sản xuất, kỹ thuật, mô hình hoạt động của nhà máy qua các giai đoạn, cuốn sách còn cung cấp các kiến thức thay đổi về mô hình kinh doanh gia đình - mô hình kinh doanh chuỗi và sự khác nhau bởi mô hình Ford và phương thức Toyota!
Cuốn sách thật sự bổ ích vs những ai thích đọc về kinh doanh và tìm hiểu về phương thức nâng cao hiệu suất lao động - mà yếu tố con người là yếu tố tiên quyết của bộ máy Toyota và người Nhật nói chung. Bên cạnh các kiến thức về lịch sử phát triển hãng Toyota, kiến thức về sản xuất, kỹ thuật, mô hình hoạt động của nhà máy qua các giai đoạn, cuốn sách còn cung cấp các kiến thức thay đổi về mô hình kinh doanh gia đình - mô hình kinh doanh chuỗi và sự khác nhau bởi mô hình Ford và phương thức Toyota!
March 24, 2021
AMAZING book.
Especially recommended for anyone who is into "Lean software development".
It was really interesting to observe at first hand some of the roots of many subjacent principles in "Lean" and "agile" (and sure, being "Lean manufacturing" we can't take some things to software development, but still many of them surprisingly apply exceptionally well).
Especially recommended for anyone who is into "Lean software development".
It was really interesting to observe at first hand some of the roots of many subjacent principles in "Lean" and "agile" (and sure, being "Lean manufacturing" we can't take some things to software development, but still many of them surprisingly apply exceptionally well).
October 26, 2021
Scrum : İki Katı İşi Yarı Zamanda Yapma Sanatı (Jeff Sutherland) kitabından bu kitaba bolca atıf görüp okumaya karar verdim. Toyota Üretim Süreci'ni (Toyotizm) doğal olarak araç üretimine yönelik senaryolarla anlatsa da üretimin yapıldığı her endüstri için örnek alınabilecek bolca anlatı var. Aynı şeyler arada tekrar tekrar anlatılmasına rağmen yine de keyif alarak okudum.
July 17, 2019
A must read for those studying production planning and control. Many of the concepts are explained in a very lucid manner. It could be a very useful addition to the usual operations management textbooks.
February 22, 2015
Good book, yet I believe many will be disappointed. First, some will expect a relatively complete framework. It doesn't have that. There is a lot of history that many may not expect, yet I greatly appreciated. I especially enjoyed the historical context, the relationship between Japan and the U.S., and the sharing of ideas across the countries (much of which came back this way and formed Agile and Scrum concepts which are heavily used in the Software world... and are a huge help).
Some will be disappointed in some of the wording possibly affected by translation and at times possibly because of the authors propensity to word some concepts with strong feeling. I've seen some reviews (before I bought and read) that said the author worded things succinctly, thus the book was short. I felt that the wording efficiency depended on the area, and in some areas that the author felt strongly, it could be more verbose. It was less so when he was simply describing things. At times I had to work hard to decipher the meaning because I felt some details were left out. Upon a 2nd (or 3rd) reading I got it, but it was work sometimes to get it.
The great part to me is the context and impact of the core pillars of the Toyota Production System. The author made those clear and conveyed well how much they helped. I gathered many valuable tips that I can implement (e.g. the value of visibility of problems, progress, systems, the longer-term vision of stopping the line and fixing on the spot, the concept of refusing to allow patches to a system that encourage a creeping (and consuming) mediocrity. I'm glad I read this and may read it again after a while, and after applying applicable parts.
Some will be disappointed in some of the wording possibly affected by translation and at times possibly because of the authors propensity to word some concepts with strong feeling. I've seen some reviews (before I bought and read) that said the author worded things succinctly, thus the book was short. I felt that the wording efficiency depended on the area, and in some areas that the author felt strongly, it could be more verbose. It was less so when he was simply describing things. At times I had to work hard to decipher the meaning because I felt some details were left out. Upon a 2nd (or 3rd) reading I got it, but it was work sometimes to get it.
The great part to me is the context and impact of the core pillars of the Toyota Production System. The author made those clear and conveyed well how much they helped. I gathered many valuable tips that I can implement (e.g. the value of visibility of problems, progress, systems, the longer-term vision of stopping the line and fixing on the spot, the concept of refusing to allow patches to a system that encourage a creeping (and consuming) mediocrity. I'm glad I read this and may read it again after a while, and after applying applicable parts.
April 6, 2019
This review may seem inconsistent but my takeaways are
1) people do oversimplify Kanban.
2) deep understanding and proper use of simple tools (like Kanban) are the keys in making production profitable
3) start with need
4) ask "Why?" 5 times
5) reverse common thinking (sense)
6) pursue just-in-time (be as lean as possible)
7) be creative
1) people do oversimplify Kanban.
2) deep understanding and proper use of simple tools (like Kanban) are the keys in making production profitable
3) start with need
4) ask "Why?" 5 times
5) reverse common thinking (sense)
6) pursue just-in-time (be as lean as possible)
7) be creative
August 4, 2013
although I'm not interested in manufacturing this book has been very interesting to understand the reasons and background behind TPS. this book doesn't give any comment on how to apply TPS. It's also interesting the comparison between Ford and Toyota approach.
January 12, 2022
Eccellente traduzione, scorrevole e piacevole.
August 19, 2019
(The English review is placed beneath Russian one)
Книга (входящая, кстати, в список лучших бизнес-книг по версии газеты The New York Times) рассказывает о главном производственном методе к��мпании Тойота – системе «точно вовремя». Используя лёгкий стиль, Тайчи Оно проводит параллель с компанией Форд, рассказывает, как появился метод «точно вовремя» и объясняет со всех возможных точек зрения, что собственно он означает. Книга небольшая по размеру, главной цель которой, в максимально доступной форме объяснить суть этого метода и всего что с этим связано. Во-вторых, несмотря на специфичность темы, материал подобран таким образом, что читать книгу будет интересно и тем, кто не связан с данной областью.
В самом начале книги автор пишет, что вся производственная система Тойоты, которая «ориентирована на полное исключение потерь», основывается на двух главных принципах:
• Принцип «точно вовремя» (just-in-time);
• Принцип автономизации (autonomation), или автоматизации с использованием интеллекта.
Далее в книге детально рассматриваются оба принципа.
Принцип автономизации
Если принцип «точно вовремя» постоянно упоминается в литературе по менеджменту и бизнесу, то о принципе автоматизации там не говорят ни слова. А между тем, без этого принципа не работала бы вся система Тойоты. Как пишет Тайчи Оно, «автономизация изменяет суть эксплуатации станка. Если рабочий процесс протекает нормально, станку не нужен оператор. Вмешательство человека требуется только тогда, когда станок останавливается из-за нарушения нормального хода процесса. Следовательно, один оператор может обслуживать несколько станков. Таким образом, сокращается число операторов и повышается эффективность производства». Как пишет автор, в Америке с этим могли бы возникнуть проблемы уже только из-за того, что рабочим пришлось бы обучаться новым навыкам, т.к. им приходилось бы управлять разными станками. Этого бы не допустили бы профсоюзы, которые следят, чтобы человек выполнял только одну функцию своей профессии. Как пишет Тайчи Оно о США: «Токарям разрешается работать только на токарных станках. Сверлильная обработка должна выполняться только сверловщиком. Поскольку станочники имеют только одну квалификацию, для выполнения сварочных работ требуется переместить детали с токарного участка на участок сварки. Как следствие, требуется множество людей и оборудования». Из-за этого американский автопром и не мог копировать производственную систему Тойоты. И единственный выход, это массовое производство.
Возвращаясь к Тойоте, стоит добавить, что когда рабочие выучились разным квалификация, необходимых для реализации системы производства «точно вовремя», также были внедрены изменения и в расположение самих станков. Как пишет Тайчи Оно, «в 1947 г. Мы располагали станки параллельными линиями или под прямым углом (L-образно), чтобы один рабочий обслуживал три-четыре станка».
Подходя к вопросу уже непосредственно системы «точно вовремя», Тайчи Оно пишет, что они столкнулись с проблемой перепроизводства отдельных деталей. Именно для решения этой проблемы и были заложены первые идеи системы «точно вовремя». И как далее пишет автор по поводу перепроизводства определённых деталей: «Эти потери нужно было каким-то образом ликвидировать, что означало немедленное прекращение автоматической поставки деталей с предыдущих производственных участков на последующие без их запроса. Так жизненная необходимость заставила нас изменить производственный метод». Для реализации идеи способной остановить перепроизводство а, следовательно, и проблемы хранения дополнительных деталей, и была создана система «точно вовремя». Для её реализации используется листок, на котором пишется информация о: получении продукции, транспортировке и о самой продукции как таковой. Такой листок получил название «канбан».
Канбан
Система «канбан» была создана под влиянием работы американских супермаркетов. Как сказано в книге, «Супермаркет – это место, где потребитель может получить, во-первых, то, что ему нужно, во-вторых, в нужные сроки, в-третьих, в нужном количестве». В общем и целом в этом и заключается вся суть системы «точно вовремя». А листок или карточка используются для того, чтобы эту систему поддерживать, не создавая перепроизводства, и минимизирую дефектную продукцию. При этом существует 6 правил канбана: «В соответствии с первым и вторым правилами канбан служит в качестве заказа на получение, перевозку или доставку заказа на производство. Третье правило запрещает приобретать или производить продукцию без канбана. Четвёртое правило требует, чтобы карточка канбана была прикреплена к продукции. Пятое правило диктует условие, чтобы 100% продукции выпускалось без дефектов (то есть содержит запрет на отправку дефектной продукции на последующий процессы). Шестое правило призывает нас сократить количество канбанов. При тщательном выполнении этих правил роль канбана возрастает».
И в заключении, подводя итог, автор напоминает, из-за чего собственно эта система была создана. Как он пишет, «если запасов слишком много и завод не может с ними справится, приходится строить склад и нанимать рабочих, для того чтобы они отвозили продукцию на склад. Каждому рабочему, возможно, понадобится своя транспортная тележка. Складу потребуется персонал для управления складом, а также для контроля за состоянием хранящихся материалов. Несмотря на всё это какое-то количество хранящейся продукции, будет ржаветь и портиться. Из-з�� этого придётся нанимать дополнительных рабочих, чтобы приводить в порядок продукцию перед её отправкой со склада для использования. Помещённая на склад продукция должна проходить регулярную инвентаризацию. Для этого потребуются дополнительные рабочие. На определённом этапе некоторые служащие задумаются о необходимости покупки компьютеров для инвентаризации.
Если количество продукции на складе недостаточно хорошо отслеживается, могут возникнуть проблемы с её нехваткой. Следовательно, несмотря на существование ежедневного плана производств��, некоторые сотрудники решат, что нехватка отражает недостаток производственных мощностей. В результате в инвестиционный план на следующий год будет включён план увеличения производственных мощностей. После приобретения дополнительного оборудования запасов станет ещё больше». Вот чтобы и не допустить такого сценария и была внедрена система «точно вовремя». Ибо «основной целью в борьбе с потерями становится снижение затрат за счёт сокращения рабочей силы и запасов, выявления дополнительных возможностей оборудования и постепенного снижения косвенных потерь. Сколько ни говори, внедрение производственной системы Тайоты будет бессмысленно без полного понимания важности устранения потерь».
The book (by the way, included in the list of the best business books according to The New York Times) tells about the main production method of the Toyota company - the system "just in time". Using a light narrative style, Taiichi Ohno draws parallels with the Ford Company, telling how the method (just in time) appeared and explaining from every possible point of view what it actually means. The book is small in size, the main purpose of which, in the most accessible form to explain the essence of this method and everything related to it. Secondly, despite the specificity of the topic, the material is selected in such a way that it will be interesting to read the book also for those who are not related to this area.
At the beginning of the book, the author writes that the entire Toyota production system, which is "oriented towards the total elimination of losses", is based on two main principles:
- The principle of "just-in-time";
- The principle of autonomation, or intelligence-based automation.
Both principles are discussed in detail later in the book.
The principle of autonomation
If the principle of "just in time" is constantly mentioned in the literature on management and business, the principle of autonomation is not mentioned at all. Meanwhile, without this principle, the entire Toyota system would not work. As Taiichi Ohno writes, "Automation changes the essence of machine operation. If the work process runs normally, the machine does not need an operator. Human intervention is only required when the machine stops due to a malfunction of the process. Therefore, a single operator can operate several machines. This reduces the number of operators and increases production efficiency". As the author writes, this could be a problem in America only because workers would have to learn new skills because they would have to operate different machines. This would not be tolerated by trade unions, which ensure that a person performs only one function of their profession. As Taiichi Ohno writes about the US: "Lathe operators are only allowed to work on lathes. Drilling should only be done by a driller <…> As a result many people and equipment is required". That's why the American car industry couldn't copy the Toyota production system. And the only way out is mass production.
Returning to Toyota, it is worth adding that when workers learned different skills that are necessary for the implementation of the production system "just in time", changes in the location of the machines themselves was also introduced. As Taiichi Ohno writes, "In 1947, we arranged the machines in parallel lines or at right angles (L-shaped) so that one worker could service three or four machines".
Addressing the matter directly to the system "just in time", Taiichi Ohno writes that they have faced the problem of overproduction of individual parts. It was to solve this problem the first ideas of just-in-time system were laid down. And as the author further writes about the overproduction of certain parts: "These losses had to be eliminated in some way, which meant that the automatic delivery of parts from the previous production sites to the next ones was immediately stopped without their request. So the vital need for it forced us to change the production method". In order to implement the idea of stopping overproduction and therefore the problem of storing additional parts, a just-in-time system was created. For its implementation, a sheet is used on which information about: receipt of the product, transportation and the product itself is written. This sheet is called "kanban".
Kanban
The kanban system was created under the influence of American supermarkets. As the book says, "A supermarket is a place where the consumer can get, firstly, what he needs, secondly, at the right time, and thirdly, in the right quantity". In general, this is the whole point of the system "just in time". A sheet or card is used to support this system, without creating overproduction and minimize defective products. There are six rules for kanban: "According to the first and second rules, kanban serves as an order to receive, transport or deliver a production order. The third rule prohibits the purchase or manufacture of products without kanban. The fourth rule requires that a kanban card be attached to the product. The fifth rule dictates that 100% of the products are manufactured without defects (i.e., it is prohibited to send defective products for subsequent processes). The sixth rule calls on us to reduce the number of kanban. If these rules are carefully followed, the role of the kanban increases".
Finally, in conclusion, the author reminds us why this system was created. As he writes, "if there are too many stocks and the plant cannot cope with them, it is necessary to build a warehouse and hire workers in order for them to take the products to the warehouse. Each worker may need his or her own transport trolley. The warehouse will need staff to manage the warehouse, as well as to monitor the condition of the stored materials. Despite all this, some of the stored products will rust and deteriorate. As a result, additional workers will have to be hired to tidy up the products before they can be shipped from the warehouse for use. The products stored in the warehouse must be regularly inventoried. This will require additional workers. At some point, some employees will think about the need to buy computers for the inventory.
If the quantity of products in stock is not well monitored, there may be problems with shortages. Therefore, despite the existence of a daily production plan, some employees will decide that the shortage reflects a lack of production capacity. As a result, the next year's investment plan will include a plan to increase production capacity. Once the additional equipment is purchased, the reserves will become even bigger". To prevent such a scenario, a "just-in-time" system was introduced. Because "the main goal in the fight against losses is to reduce costs by reducing labor force and reserves, identifying additional equipment opportunities and gradually reducing indirect losses. No matter how much you say, the implementation of Tayota's production system will be meaningless without a full understanding of the importance of eliminating losses".
Книга (входящая, кстати, в список лучших бизнес-книг по версии газеты The New York Times) рассказывает о главном производственном методе к��мпании Тойота – системе «точно вовремя». Используя лёгкий стиль, Тайчи Оно проводит параллель с компанией Форд, рассказывает, как появился метод «точно вовремя» и объясняет со всех возможных точек зрения, что собственно он означает. Книга небольшая по размеру, главной цель которой, в максимально доступной форме объяснить суть этого метода и всего что с этим связано. Во-вторых, несмотря на специфичность темы, материал подобран таким образом, что читать книгу будет интересно и тем, кто не связан с данной областью.
В самом начале книги автор пишет, что вся производственная система Тойоты, которая «ориентирована на полное исключение потерь», основывается на двух главных принципах:
• Принцип «точно вовремя» (just-in-time);
• Принцип автономизации (autonomation), или автоматизации с использованием интеллекта.
Далее в книге детально рассматриваются оба принципа.
Принцип автономизации
Если принцип «точно вовремя» постоянно упоминается в литературе по менеджменту и бизнесу, то о принципе автоматизации там не говорят ни слова. А между тем, без этого принципа не работала бы вся система Тойоты. Как пишет Тайчи Оно, «автономизация изменяет суть эксплуатации станка. Если рабочий процесс протекает нормально, станку не нужен оператор. Вмешательство человека требуется только тогда, когда станок останавливается из-за нарушения нормального хода процесса. Следовательно, один оператор может обслуживать несколько станков. Таким образом, сокращается число операторов и повышается эффективность производства». Как пишет автор, в Америке с этим могли бы возникнуть проблемы уже только из-за того, что рабочим пришлось бы обучаться новым навыкам, т.к. им приходилось бы управлять разными станками. Этого бы не допустили бы профсоюзы, которые следят, чтобы человек выполнял только одну функцию своей профессии. Как пишет Тайчи Оно о США: «Токарям разрешается работать только на токарных станках. Сверлильная обработка должна выполняться только сверловщиком. Поскольку станочники имеют только одну квалификацию, для выполнения сварочных работ требуется переместить детали с токарного участка на участок сварки. Как следствие, требуется множество людей и оборудования». Из-за этого американский автопром и не мог копировать производственную систему Тойоты. И единственный выход, это массовое производство.
Возвращаясь к Тойоте, стоит добавить, что когда рабочие выучились разным квалификация, необходимых для реализации системы производства «точно вовремя», также были внедрены изменения и в расположение самих станков. Как пишет Тайчи Оно, «в 1947 г. Мы располагали станки параллельными линиями или под прямым углом (L-образно), чтобы один рабочий обслуживал три-четыре станка».
Подходя к вопросу уже непосредственно системы «точно вовремя», Тайчи Оно пишет, что они столкнулись с проблемой перепроизводства отдельных деталей. Именно для решения этой проблемы и были заложены первые идеи системы «точно вовремя». И как далее пишет автор по поводу перепроизводства определённых деталей: «Эти потери нужно было каким-то образом ликвидировать, что означало немедленное прекращение автоматической поставки деталей с предыдущих производственных участков на последующие без их запроса. Так жизненная необходимость заставила нас изменить производственный метод». Для реализации идеи способной остановить перепроизводство а, следовательно, и проблемы хранения дополнительных деталей, и была создана система «точно вовремя». Для её реализации используется листок, на котором пишется информация о: получении продукции, транспортировке и о самой продукции как таковой. Такой листок получил название «канбан».
Канбан
Система «канбан» была создана под влиянием работы американских супермаркетов. Как сказано в книге, «Супермаркет – это место, где потребитель может получить, во-первых, то, что ему нужно, во-вторых, в нужные сроки, в-третьих, в нужном количестве». В общем и целом в этом и заключается вся суть системы «точно вовремя». А листок или карточка используются для того, чтобы эту систему поддерживать, не создавая перепроизводства, и минимизирую дефектную продукцию. При этом существует 6 правил канбана: «В соответствии с первым и вторым правилами канбан служит в качестве заказа на получение, перевозку или доставку заказа на производство. Третье правило запрещает приобретать или производить продукцию без канбана. Четвёртое правило требует, чтобы карточка канбана была прикреплена к продукции. Пятое правило диктует условие, чтобы 100% продукции выпускалось без дефектов (то есть содержит запрет на отправку дефектной продукции на последующий процессы). Шестое правило призывает нас сократить количество канбанов. При тщательном выполнении этих правил роль канбана возрастает».
И в заключении, подводя итог, автор напоминает, из-за чего собственно эта система была создана. Как он пишет, «если запасов слишком много и завод не может с ними справится, приходится строить склад и нанимать рабочих, для того чтобы они отвозили продукцию на склад. Каждому рабочему, возможно, понадобится своя транспортная тележка. Складу потребуется персонал для управления складом, а также для контроля за состоянием хранящихся материалов. Несмотря на всё это какое-то количество хранящейся продукции, будет ржаветь и портиться. Из-з�� этого придётся нанимать дополнительных рабочих, чтобы приводить в порядок продукцию перед её отправкой со склада для использования. Помещённая на склад продукция должна проходить регулярную инвентаризацию. Для этого потребуются дополнительные рабочие. На определённом этапе некоторые служащие задумаются о необходимости покупки компьютеров для инвентаризации.
Если количество продукции на складе недостаточно хорошо отслеживается, могут возникнуть проблемы с её нехваткой. Следовательно, несмотря на существование ежедневного плана производств��, некоторые сотрудники решат, что нехватка отражает недостаток производственных мощностей. В результате в инвестиционный план на следующий год будет включён план увеличения производственных мощностей. После приобретения дополнительного оборудования запасов станет ещё больше». Вот чтобы и не допустить такого сценария и была внедрена система «точно вовремя». Ибо «основной целью в борьбе с потерями становится снижение затрат за счёт сокращения рабочей силы и запасов, выявления дополнительных возможностей оборудования и постепенного снижения косвенных потерь. Сколько ни говори, внедрение производственной системы Тайоты будет бессмысленно без полного понимания важности устранения потерь».
The book (by the way, included in the list of the best business books according to The New York Times) tells about the main production method of the Toyota company - the system "just in time". Using a light narrative style, Taiichi Ohno draws parallels with the Ford Company, telling how the method (just in time) appeared and explaining from every possible point of view what it actually means. The book is small in size, the main purpose of which, in the most accessible form to explain the essence of this method and everything related to it. Secondly, despite the specificity of the topic, the material is selected in such a way that it will be interesting to read the book also for those who are not related to this area.
At the beginning of the book, the author writes that the entire Toyota production system, which is "oriented towards the total elimination of losses", is based on two main principles:
- The principle of "just-in-time";
- The principle of autonomation, or intelligence-based automation.
Both principles are discussed in detail later in the book.
The principle of autonomation
If the principle of "just in time" is constantly mentioned in the literature on management and business, the principle of autonomation is not mentioned at all. Meanwhile, without this principle, the entire Toyota system would not work. As Taiichi Ohno writes, "Automation changes the essence of machine operation. If the work process runs normally, the machine does not need an operator. Human intervention is only required when the machine stops due to a malfunction of the process. Therefore, a single operator can operate several machines. This reduces the number of operators and increases production efficiency". As the author writes, this could be a problem in America only because workers would have to learn new skills because they would have to operate different machines. This would not be tolerated by trade unions, which ensure that a person performs only one function of their profession. As Taiichi Ohno writes about the US: "Lathe operators are only allowed to work on lathes. Drilling should only be done by a driller <…> As a result many people and equipment is required". That's why the American car industry couldn't copy the Toyota production system. And the only way out is mass production.
Returning to Toyota, it is worth adding that when workers learned different skills that are necessary for the implementation of the production system "just in time", changes in the location of the machines themselves was also introduced. As Taiichi Ohno writes, "In 1947, we arranged the machines in parallel lines or at right angles (L-shaped) so that one worker could service three or four machines".
Addressing the matter directly to the system "just in time", Taiichi Ohno writes that they have faced the problem of overproduction of individual parts. It was to solve this problem the first ideas of just-in-time system were laid down. And as the author further writes about the overproduction of certain parts: "These losses had to be eliminated in some way, which meant that the automatic delivery of parts from the previous production sites to the next ones was immediately stopped without their request. So the vital need for it forced us to change the production method". In order to implement the idea of stopping overproduction and therefore the problem of storing additional parts, a just-in-time system was created. For its implementation, a sheet is used on which information about: receipt of the product, transportation and the product itself is written. This sheet is called "kanban".
Kanban
The kanban system was created under the influence of American supermarkets. As the book says, "A supermarket is a place where the consumer can get, firstly, what he needs, secondly, at the right time, and thirdly, in the right quantity". In general, this is the whole point of the system "just in time". A sheet or card is used to support this system, without creating overproduction and minimize defective products. There are six rules for kanban: "According to the first and second rules, kanban serves as an order to receive, transport or deliver a production order. The third rule prohibits the purchase or manufacture of products without kanban. The fourth rule requires that a kanban card be attached to the product. The fifth rule dictates that 100% of the products are manufactured without defects (i.e., it is prohibited to send defective products for subsequent processes). The sixth rule calls on us to reduce the number of kanban. If these rules are carefully followed, the role of the kanban increases".
Finally, in conclusion, the author reminds us why this system was created. As he writes, "if there are too many stocks and the plant cannot cope with them, it is necessary to build a warehouse and hire workers in order for them to take the products to the warehouse. Each worker may need his or her own transport trolley. The warehouse will need staff to manage the warehouse, as well as to monitor the condition of the stored materials. Despite all this, some of the stored products will rust and deteriorate. As a result, additional workers will have to be hired to tidy up the products before they can be shipped from the warehouse for use. The products stored in the warehouse must be regularly inventoried. This will require additional workers. At some point, some employees will think about the need to buy computers for the inventory.
If the quantity of products in stock is not well monitored, there may be problems with shortages. Therefore, despite the existence of a daily production plan, some employees will decide that the shortage reflects a lack of production capacity. As a result, the next year's investment plan will include a plan to increase production capacity. Once the additional equipment is purchased, the reserves will become even bigger". To prevent such a scenario, a "just-in-time" system was introduced. Because "the main goal in the fight against losses is to reduce costs by reducing labor force and reserves, identifying additional equipment opportunities and gradually reducing indirect losses. No matter how much you say, the implementation of Tayota's production system will be meaningless without a full understanding of the importance of eliminating losses".
Read
January 26, 2023The "Toyota Production System" by Taiichi Ohno is a must-read for anyone interested in lean software development and just-in-time (JIT) production. Ohno, a former engineer at Toyota, lays out the principles and philosophies that can be applied to software development.
One of the key concepts in the book is JIT production, which aims to eliminate waste and unnecessary inventory by producing only what is needed, when it is needed. Ohno explains how JIT production allows for greater flexibility, responsiveness to customer demand, and cost savings. The book has greatly influenced the software industry world and many of the popular software development methodologies such as Scrum, Kanban, and Lean Software Development have adopted principles from the Toyota Production System.
Another important concept discussed in the book is "muda," or waste, and how to identify and eliminate it. Ohno encourages readers to think critically about their processes and to constantly strive for improvement.
Overall, the "Toyota Production System" provides valuable insights and practical advice for anyone looking to improve their software development processes. It is a classic in the field and a must-read for professionals and students alike.
One of the key concepts in the book is JIT production, which aims to eliminate waste and unnecessary inventory by producing only what is needed, when it is needed. Ohno explains how JIT production allows for greater flexibility, responsiveness to customer demand, and cost savings. The book has greatly influenced the software industry world and many of the popular software development methodologies such as Scrum, Kanban, and Lean Software Development have adopted principles from the Toyota Production System.
Another important concept discussed in the book is "muda," or waste, and how to identify and eliminate it. Ohno encourages readers to think critically about their processes and to constantly strive for improvement.
Overall, the "Toyota Production System" provides valuable insights and practical advice for anyone looking to improve their software development processes. It is a classic in the field and a must-read for professionals and students alike.
January 23, 2018
This is a great book not just about manufacturing but offers some good philosophy about improving any business (plus an interesting history of Toyota).
The fundamental philosophy: eliminate waste. What’s interesting is how he defines waste. For example, time spent moving parts to a storage area and then back to the production line is waste. The warehouse holding inventory is waste. Anything that doesn’t lead directly to building the final product is waste. With this foundation, they completely redesigned how Toyota (and the world) manufactured cars.
The book can get a bit repetitive but it’s so short that it didn’t bother me much.
The fundamental philosophy: eliminate waste. What’s interesting is how he defines waste. For example, time spent moving parts to a storage area and then back to the production line is waste. The warehouse holding inventory is waste. Anything that doesn’t lead directly to building the final product is waste. With this foundation, they completely redesigned how Toyota (and the world) manufactured cars.
The book can get a bit repetitive but it’s so short that it didn’t bother me much.
August 11, 2019
Really amazing book! Great insights, especially to understand the origin of so many of the tools that are nowadays used in so many corporations: Kanban, continuous improvement, team learning. These came as a resault of many Toyota waste reduction practices. Good to see the Japanese approach towards production in times of lower demands as well proved to be worth and became a model for so many. Good read for managers in software development as well! Don't be fooled by the "different background" that automotive has.
March 1, 2019
Türkçe tercümesi orjinalinden daha başarılı olan sayılı kitaptan bir tanesi. Çevirmen kitabı çevirmeye başlamadan önce Toyota'nın üretim sistemini ve Ford gibi rakiplerini inceliyor, daha sonrasında buralardan edindiği bilgileri de özet halinde bizlere sunuyor.
Bugün Yalın Üretim olarak bildiğimiz üretim sistemini ve çıkışı son derece anlaşılabilir bir dil ile ve bol bol örneklerle açıklanıyor. Yalın üretim üzerine okuma yapmak isteyen herkesin birinci tercihi olmaya aday.
Bugün Yalın Üretim olarak bildiğimiz üretim sistemini ve çıkışı son derece anlaşılabilir bir dil ile ve bol bol örneklerle açıklanıyor. Yalın üretim üzerine okuma yapmak isteyen herkesin birinci tercihi olmaya aday.
September 17, 2022
“In a plant where required number actually dictate production, I like to point out that the slower but consistent tortoise cause less waste and is much more desirable than the speedy hare who races ahead and then stops occasionally to doze. The Toyota Production System can be realised only when all the workers become tortoises.”
-Taiichi Ohno
Done with another masterpiece of a book! If you are in to non-fic and want to read how agile management works, this book is the answer.
-Taiichi Ohno
Done with another masterpiece of a book! If you are in to non-fic and want to read how agile management works, this book is the answer.
March 21, 2018
Overview of the Toyota production and management system and history from one of it's founder. It mainly describes three basic principles: Just-In-Time, Kanban and Autonomation. Book is not very well written, and sometimes author jumps from topic to topic rapidly. But it is quite short and still very valuable reading for engineers and managers of production projects.
May 12, 2018
Handy introduction to the principles of lean manufacturing in Toyota, providing foundations for numerous non-manufacturing applications - from scrum and agile project management to lean startups. Short, concise, written in a simple and matter-of-fact style.
"Progress cannot be generated when we are satisfied with existing solutions."
"Progress cannot be generated when we are satisfied with existing solutions."
October 15, 2018
The book showed how Toyota production system evolved amidst all the global events that changed the geography of the automobile sector. I loved the way the author has maintained the glossary of all the terms by reiterating it at the last page. My favourite learning is production must not confined itself with quantity and speed. During slow period the inventory will show by itself.
This entire review has been hidden because of spoilers.
August 24, 2020
The author introduces some concepts that changed the industrial perception of many ideas that were taken from granted. I can imagine how revolutionary it was back in the 1970s.
I do not think it is a didactic book, but a book of remarks about some experiences the author had on the Toyota company and how he perceives as the best way to run a factory.
I do not think it is a didactic book, but a book of remarks about some experiences the author had on the Toyota company and how he perceives as the best way to run a factory.
October 28, 2020
Critical reading for Lean thinkers, but I am glad I waited to dig into this book.
I feel that the interpretations that have come from other leaders do a better job of articulating the ideas.
So this felt like source or reference material whereas books like Two Second Lean by Paul Akers take these ideas into an ‘eye-opening’ format and kept me much more engaged.
I feel that the interpretations that have come from other leaders do a better job of articulating the ideas.
So this felt like source or reference material whereas books like Two Second Lean by Paul Akers take these ideas into an ‘eye-opening’ format and kept me much more engaged.
September 12, 2022
Short and concise. This is straight from the creator of TPS. It is translated from Japanese so sometimes it is a bit clunky to read. Also, his writing style of more like a series of rants on various topics. However, his willingness to rethink the status quo and challenge best practices and common sense is refreshing. This book appeals to Lean Thinking enthusiasts more than beginners.
September 16, 2022
This book is incredible! Taiichi Ohno is recognized as one of the primary creators of lean manufacturing. There's lots of books written about his process, but it's great to finally read straight from his mouth. It was written in Japanese, and thereafter translated to English.
It's not laid out perfectly, but it's lots of quick hit comments about everything lean manufacturing.
It's not laid out perfectly, but it's lots of quick hit comments about everything lean manufacturing.
August 11, 2019
Amazing and incredibly insightful. It is an origination book for lean development. I found some of the root ideas of agile software methods buried in this book. Ideas that have gotten a little lost and could use a refresher course from the master.
August 25, 2019
Wonderful to read the thoughts from the source. In this slim book, you may not gain new ideas as much as a more nuanced appreciation of how & why they developed and how to put them into practice. Deepens my appreciation for the accomplishments of lean thinking even more.
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