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Taiichi Ohno's Workplace Management

characters Taiichi Ohno's Workplace Management

Contents Foreword Chapter 1 The Wise Mend Their Ways Chapter 2 If You Are Wrong Admit It Chapter 3 Misconceptions Reduce Efficiency Chapter 4 Go See What Failed with Your Own Eyes Chapter 5 Misconceptions Hidden within Common Sense Chapter 6 The Blind Spot in Cost Calculation Chapter 7 Don't Fear Opportunity Losses Chapter 8 Limited Volume Production is to Produce at Low Cost Chapter 9 Reduced Inventory Increased Work in Process Chapter 10 The Misconception that Mass Production is Cheaper Chapter 11 Wasted Motion is No. I read this book to get a sense of the history of the concept of “lean” For that it was interesting There were also gems of wisdom throughout The book is like a collection of thoughts or perhaps answers to interview uestions The author was 70 when this book came out i 1982 Some things seems very modern and timely while certain attitudes to people seem very archaic This is puzzling when you read that he puts people first He puts people first because it is from people that you get the ideas for making improvements in the workplace Listening and observing are key skills he promotes the Publisher’s Forward in the 1988 edition I read had a uote from someone who experienced a visit from two of Ohno’s students at his plant in the US He said “ But what I admired most was their incredible respect for humanity” So maybe Ohno comes across as rather stodgy at times but if his students have this incredible respect for humanity it can’t be all that bad I give the book an overall 3 star rating and think it would be interesting for students of lean Lean philosophies might be stated succinctly in other books but it never hurts to know the rootsI found the language a bit choppy at times This was mostly when I was in sections that I was not familiar with such as those with references to actual car manufacturing or accounting methods I didn’t lose out from glossing over those parts because there was good material elsewhere and as I have said this book is not really one coherent whole that must be grasped completely He also mentions that you cannot fire workers in Japan I know nothing about working in Japan so I don’t know whether this is still the case Because you could not just lay off people when times were bad for manufacturing you had to deal with all these people who had nothing to do That gave some interesting production challenges and definitely influenced some of his proposals as far as I could see His explanation of the just in time concept was slightly amusing This is because he feels the need to spell it out Again this was written in 1982 For some it was still misunderstood and new Now I perceive it as well known and well understoodThe preface says the Toyota production system can be summed up in one statement “Make only what you need in the uantities you need when you need it”I tried to take notes on each chapter as I read this and then I decided I would just charge through and pick up what I could I marked sections that I wanted to highlight with post it notes I had a library book Each chapter’s title is supposed to sum up the contents I am sure they read as nice neat mottos in Japanese Here my notes I actually scanned chapters 29 and 30 to keep as reference They are taking longer to digest but they are digestible that the chapters I got stuck on I just have no nice summaries of them for now I want to mull over themChapter 1 The superior person knows how to adaptDevelop personal humilityuotes “If you want change you really have to persuade people first bringing them around to your way of thinking”“We are all human and as much as half of what we do is mistaken; managers may sometimes even tell subordinates things that are wrong The people managers deal with will gradually begin to turn away unless those managers first adopt the attitude that those under them are human beings too and that at least half of what their subordinates say is right It seems to me in short that the development of this sort of personal humility is an essential condition for building solid powers of persuasion”Chapter 2 If you are wrong admit itAll should learn to admit being wrong I sense an echo of the “failure” trend learning from failures and being open about having failed uote “Many things in the world cannot be understood without trying them out Indeed a surprising number of things when tried yield results that are exactly the opposite to what one expects This shows how inescapably dogged by illusion humanity really is”“wouldn’t workers be even cooperative when mistakes are met not with reproving looks but with encouragement and the explicit recognition that only five out of 10 ideas that you yourself come up with are right When workers start thinking that they have to keep uiet and stick with whatever the boss tells them to do for better or worse they will gradually stop listening”Chapter 3 Illusions lower efficiencyGood chapter It is how we are all blinded to things because “that is how we have always done this” Even intellectuals a term he uses now and then fall into this trap He encourages the attempt to try different approaches here He has a story about the time it takes to drill holes and whether manual or automatic methods are better The people drilling the holes looked only at the actual drilling time They did not count the need to cool the drill or sharpen the drill When Ohno proposed a new method the person couldn’t respond because it was so radical The worked was happy to drill 80 holes a day whereas Ohno was proposing drilling even in one hour through automation Moral Try different ways when they are suggested and compare the current and proposed method carefully to see whether the new way is efficient “Don’t knock it till you try it”Chapter 4 Confirm failure with your own eyesIdentify what is valuable in ideas and suggestions He had a section here that appealed to me as a technical communicator He had proposed centralised grinding and sharpening of some blades The grinding experts were against this because there was so much you had to know before doing this job A lot of knowledge was reuired He told them that was irrelevant “All we had to do was set up standard specifying the different blade materials to be used in each case It would have been extremely inefficient to tell hundreds of people what they could and could not do in sharpening their bits” As I read it he was arguing for simple and precise instructions for doing specific tasks uickly and efficiently No need for the history of manufacturing each time you needed to grind or sharpen something This was in this chapter because his idea of centralised grinding had been tried during the war and it didn’t work He pointed out context etc can change Try againChapter 14 Rationalize your operation when business is boomingPrepare yourself at all times to be truly rational That is when times are rough and you are running out of money it can be really hard to cut corners because there is probably no fat left to cut He mentions a Japanese saying “flour is valuable than cake” “Indeed I think the crucially important point in rationalisation is to make operations rational when business is good and while the company is doing well” “We need to lower costs in a truly rational scientific way by totally eliminating waste”Chapter 16 Toyoda Sakichi’s theory of autonomationThis was my introduction to this word It is basically automation with a human touch Setting things up to be automated but allowing for human intervention at critical pointsChapter 17 The goal a tenfold increase in productivityMany chapters had some explanations of Japanese words This was critical to his tale The words for “motion” and “work” were explained previously and here he reminded us that “everyone confuses motion with work” Think about it Are you just shuffling papers at work for 8 hours or are you actually producing something be it thoughts or reports or whatever ;The words for motion and work are both “do” where the o has a macron over it I could writ

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23 How to Produce at a Lower Cost Chapter 24 Fight the Robot Fad Chapter 25 Work is a Game of Wits with Subordinates Chapter 26 There Are No Supervisors at the Administrative Gemba Chapter 27 We Can Still Do a Lot More Kaizen Chapter 28 Wits Don't Work Until You Feel the Sueeze Chapter 29 Become a Reliable Boss Chapter 30 Seiri Seiton Seiso Seiketsu Shitsuke Chapter 31 There is a Correct Seuence to Kaizen Chapter 32 Operational Availability vs Rate of Operation Chapter 33 The Difference Between Production Engineering a. In general this is a good book for manufacturing Since I don't involve much in manufacturing subject this is a fresh view for me The book talks a lot about productivity and cost reduction Little from the book can be applied for my kind of business but some are very cool to have a perspective on especially the ones with leadership lessonsI especially like the additional part with the timeless uotesDo not seek to follow in the footsteps of the wise Seek what they soughtIf you are going to do Kaizen continuously you've got to assume that things are a messTeaching means to teach something unknown Training means to repeatedly practice something you know until your body remembers itLet the flow manage the processes and not let management manage the flowKnowledge is something you buy with the money Wisdom is something you acuire by doing it Disoriental you are going to do Kaizen continuously Vanishing Girls: Detective Josie Quinn you've got to assume that things are a messTeaching means to teach something unknown Training means to repeatedly practice something Mutants you know until Hate to Love You (Love/Hate, your body remembers itLet the flow manage the processes and not let management manage the flowKnowledge is something Parsnips, Buttered: Bamboozle and Boycott Modern Life, One Email at a Time you buy with the money Wisdom is something Lewis Carroll In His Own Account you acuire by doing it

Taiichi Ohno ✓ 5 Summary

T Work Chapter 12 Agricultural People Like Inventory Chapter 13 Improve Productivity Even with Reduced Volumes Chapter 14 Do Kaizen When Times Are Good Chapter 15 Just In Time Chapter 16 Old Man Sakichi Toyoda's Jidoka Idea Chapter 17 The Goal was Ten fold Higher Productivity Chapter 18 Supermarket System Chapter 19 Toyota Made the Kanban System Possible Chapter 20 What I Learned About Forging Changeover from Toyota do Brasil Chapter 21 Rationalization is Doing what is Rational Chapter 22 Shut the Machines Off Chapter. Very important for TPS knowledgeCrucial to anyone wanting to learn about TPS tools and mindsets in the workplace It is a uick knowledge read

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