Description:
Editorial Reviews
From Library Journal
Copyright 1988 Reed Business Information, Inc.
About the Author
TAIICHI OHNO was born in Dairen (Port Arthur), Manchuria, China, in February 1912. In 1932, after graduating from the department of mechanical engineering, Nagoya Technical High School, he joined Toyoda Spinning and Weaving. In 1943-, he was transferred to the Toyota Motor Company where he was named machine shop manager in 1949. He became Toyota's director in 1954, managing director in 1964, senior managing director in 1970, and executive vice president in 1975. Although he retired from Toyota in 1978, Mr. Ohno continues as chairman of Toyoda Spinning and Weaving. He resides in Toyota-shi, Aichi-ken. This book first appeared in Japan in May 1978 and reached its twentieth printing in February 1980. Productivity Press's 1988 edition is the first printed for the English-reading public
Reviews:
5.0 out of 5 stars It takes a logical mind
What is said about JIT is very logical. Many so called Lean companies and consultants trip over Kanban but shouldn’t. Remember, Time is to Manufacturing functionality as to what Gravity is to the functions of the universe. In JIT, the concept of, you only get what you need when you need is relative to time.Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere.
5.0 out of 5 stars Recomendable
Gran libro y autor
4.0 out of 5 stars interesting read
Ohno's principles are great but it was funny to read his exact words when dealing with people. Like he would say "fire" that plant manager
5.0 out of 5 stars Ohno's management philosophy and approach to solving problems
This books is full of incredible insights and teachings about manufacturing and specifically TPS. However if you are looking for a specific tool, rule or spreadsheet to help you this is not the book for you. The best stuff is woven into the fabric of the book as Ohno's goal was to teach people a management philosophy and approach to solving problems versus specific insights about a machine or particular manufacturing line.
5.0 out of 5 stars Good book with advice on how businesses should conduct themselves in slow growth periods
I took a lot of good advice, on how businesses should conduct themselves on slow growth periods and why waste is the number 1 killer of well running businesses.TPS can be applied in different forms and different industries. The objective is waste elimination.
5.0 out of 5 stars Toyota Lean Production from the source
Taiichi Ohno is the father of the Toyota Productions System. Part of the Toyota Way is to go to the source (the "genba"). This is that book. It's necessary reading for anyone in the manufacturing world that wants to understand lean production or the heart of what makes Toyota successful.
5.0 out of 5 stars I'm very please.
The deliver was highly on time; the book is brand new as expected. The rating chosen is conscuently five stars.I appreciate the very fine service.Concerning the book I concluded that is a clasic on the topic; Ohno is very didacting explaning the Toyota production System,I'm a lecturer and I'm recommeding this book to collegues and students,
3.0 out of 5 stars Solid, but not Essential
I must admit disappointment with this text. I sought a deeper understanding of Taiichi's thought processes, and while the text delivers on this some, it was far too little for me. I did like Workplace Management better.Pro:+ Reinforces many of the basics and things I already believed about TPS, which can be a good thing to do once in a while+ Does a good job describing the purpose of kanban but stops short of describing how badly it can harm the business when poorly implemented+ Creates a greater appreciation for how long it took to develop concepts (this was very interesting to me)+ Some notable quotes to use and share later+ A good book to read to confirm that the "intro to lean" course you took was (or wasn't) directionally correct+ Some interesting history about the development of TPS, and that each element was "created in response to a need"+ Also some interesting commentary on the Ford (Mass Production) System, which I had heard before, but coming from Taiichi's pen made it more meaningfulCon:- Somewhat short on content (117 small pages)- Misspelled "takt" as"tact" repeatedly and perhaps defines it incorrectly too (how could this happen!?)Bottom line: A good read for the beginner, the zealot who wishes a refresher or to practice a philosophical TPS "go and see." Not for everybody.
Great insight to Toyota production system
Gives a great insight of the manufacturing philosophies transformationchronologically. Good references about ford production system also have been referred
Parfait
A lire absolument : 120 pages d'une grande simplicité- Ce livre est le livre de référence écrit par l'un des pères fondateurs du lean- Par sa simplicité, il montre bien la difficulté de la mise en place du lean que l'on voudrait trop rapidement classer comme une nième technique ou méthode- Par ailleurs, on retrouvera en fond l'histoire de la compagnie TOYOTALe meilleur que j'ai lu sur le lean
Geniale
Molto chiaro e spiegato in modo semplice con esempi di situazioni reali.Consiglio questo libro a qualsiasi persona perché il concetto può essere messo in pratica in qualsiasi ambito.
A good overview of TPS
Easy to read barrative of the origin of the Toyota Production System.Lots of praise for Hebry Ford and explabation why TPS is a different philosophy.
Buen libro para organización industrial
Lo recomiendo a todos los estudiantes de Organización Industrial, es fácil de leer, y te encamina hacia el pensamiento LEAN
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Toyota Production System: Beyond Large-Scale Production
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Visit the Productivity Press Store
Toyota Production System: Beyond Large-Scale Production
AED34907
Quantity:
Order today to get by 7-14 business days
This item qualifies for free delivery
Imported From: United States
At BOLO, we work hard to ensure the products you receive are new, genuine, and sourced from reputable suppliers.
BOLO is not an authorized or official retailer for most brands, nor are we affiliated with manufacturers unless specifically stated on a product page. Instead, we source verified sellers, authorized distributors or directly from the manufacturer.
Each product undergoes thorough inspection and verification at our consolidation and fulfilment centers to ensure it meets our strict authenticity and quality standards before being shipped and delivered to you.
If you ever have concerns regarding the authenticity of a product purchased from us, please contact Bolo Support. We will review your inquiry promptly and, if necessary, provide documentation verifying authenticity or offer a suitable resolution.
Your trust is our top priority, and we are committed to maintaining transparency and integrity in every transaction.
All product information, images, descriptions, and reviews originate from the manufacturer or from trusted sellers overseas. BOLO is not affiliated with, endorsed by, or an authorized retailer for most brands listed on our website unless stated otherwise.
While we strive to display accurate information, variations in packaging, labeling, instructions, or formulation may occasionally occur due to regional differences or supplier updates. For detailed or manufacturer-specific information, please contact the brand directly or reach out to BOLO Support for assistance.
Unless otherwise stated, all prices displayed on the product page include applicable taxes and import duties.
BOLO operates in accordance with the laws and regulations of United Arab Emirates. Any items found to be restricted or prohibited for sale within the UAE will be cancelled prior to shipment. We take proactive measures to ensure that only products permitted for sale in United Arab Emirates are listed on our website.
All items are shipped by air, and any products classified as “Dangerous Goods (DG)” under IATA regulations will be removed from the order and cancelled.
All orders are processed manually, and we make every effort to process them promptly once confirmed. Products cancelled due to the above reasons will be permanently removed from listings across the website.
Description:
Editorial Reviews
From Library Journal
Copyright 1988 Reed Business Information, Inc.
About the Author
TAIICHI OHNO was born in Dairen (Port Arthur), Manchuria, China, in February 1912. In 1932, after graduating from the department of mechanical engineering, Nagoya Technical High School, he joined Toyoda Spinning and Weaving. In 1943-, he was transferred to the Toyota Motor Company where he was named machine shop manager in 1949. He became Toyota's director in 1954, managing director in 1964, senior managing director in 1970, and executive vice president in 1975. Although he retired from Toyota in 1978, Mr. Ohno continues as chairman of Toyoda Spinning and Weaving. He resides in Toyota-shi, Aichi-ken. This book first appeared in Japan in May 1978 and reached its twentieth printing in February 1980. Productivity Press's 1988 edition is the first printed for the English-reading public
Reviews:
5.0 out of 5 stars It takes a logical mind
What is said about JIT is very logical. Many so called Lean companies and consultants trip over Kanban but shouldn’t. Remember, Time is to Manufacturing functionality as to what Gravity is to the functions of the universe. In JIT, the concept of, you only get what you need when you need is relative to time.Example- If an outside supplier of a machining process, sequenced part says he needs three days lead time to setup, machine, degrease, deburr, delivery, then the Kan ban size inventory is three days worth of material; the Time it takes to resupply. As you consume at your takt-time rate, your supplier makes replenishment at his rate of three days. You should synchronize your material storage to match his Process times to supply you with. I have worked at two Japanese world product foot print manufacturers that are Deep Dive Toyota Process System companies that are very Lean mature and supposedly three Lean American companies. The American company’s interpretation of JIT is to literally only order items when needed (that day). Comparing the cultural JIT application differences was disappointing to witness how poorly the American companies applied the TPS approach. At the American companies We had to continually stop the line for no parts or material because we ignorantly didn’t factor in the lead times to resupply us. Their argument was, “It’s supposed be ordered by ‘Just In Time’ processes. We’re supposed to maintain only what’s needed and only order at the time when needed.” This non-sense behavior applied the literal meaning of the words ‘Just In Time’ while ignoring context, logic, principals, and common sense of what was being taught. That’s why Taiichi Ohno said the misapplication of JIT could cause serious damage to your product flow and the entire operations. Line Stoppage with waste everywhere.
5.0 out of 5 stars Recomendable
Gran libro y autor
4.0 out of 5 stars interesting read
Ohno's principles are great but it was funny to read his exact words when dealing with people. Like he would say "fire" that plant manager
5.0 out of 5 stars Ohno's management philosophy and approach to solving problems
This books is full of incredible insights and teachings about manufacturing and specifically TPS. However if you are looking for a specific tool, rule or spreadsheet to help you this is not the book for you. The best stuff is woven into the fabric of the book as Ohno's goal was to teach people a management philosophy and approach to solving problems versus specific insights about a machine or particular manufacturing line.
5.0 out of 5 stars Good book with advice on how businesses should conduct themselves in slow growth periods
I took a lot of good advice, on how businesses should conduct themselves on slow growth periods and why waste is the number 1 killer of well running businesses.TPS can be applied in different forms and different industries. The objective is waste elimination.
5.0 out of 5 stars Toyota Lean Production from the source
Taiichi Ohno is the father of the Toyota Productions System. Part of the Toyota Way is to go to the source (the "genba"). This is that book. It's necessary reading for anyone in the manufacturing world that wants to understand lean production or the heart of what makes Toyota successful.
5.0 out of 5 stars I'm very please.
The deliver was highly on time; the book is brand new as expected. The rating chosen is conscuently five stars.I appreciate the very fine service.Concerning the book I concluded that is a clasic on the topic; Ohno is very didacting explaning the Toyota production System,I'm a lecturer and I'm recommeding this book to collegues and students,
3.0 out of 5 stars Solid, but not Essential
I must admit disappointment with this text. I sought a deeper understanding of Taiichi's thought processes, and while the text delivers on this some, it was far too little for me. I did like Workplace Management better.Pro:+ Reinforces many of the basics and things I already believed about TPS, which can be a good thing to do once in a while+ Does a good job describing the purpose of kanban but stops short of describing how badly it can harm the business when poorly implemented+ Creates a greater appreciation for how long it took to develop concepts (this was very interesting to me)+ Some notable quotes to use and share later+ A good book to read to confirm that the "intro to lean" course you took was (or wasn't) directionally correct+ Some interesting history about the development of TPS, and that each element was "created in response to a need"+ Also some interesting commentary on the Ford (Mass Production) System, which I had heard before, but coming from Taiichi's pen made it more meaningfulCon:- Somewhat short on content (117 small pages)- Misspelled "takt" as"tact" repeatedly and perhaps defines it incorrectly too (how could this happen!?)Bottom line: A good read for the beginner, the zealot who wishes a refresher or to practice a philosophical TPS "go and see." Not for everybody.
Great insight to Toyota production system
Gives a great insight of the manufacturing philosophies transformationchronologically. Good references about ford production system also have been referred
Parfait
A lire absolument : 120 pages d'une grande simplicité- Ce livre est le livre de référence écrit par l'un des pères fondateurs du lean- Par sa simplicité, il montre bien la difficulté de la mise en place du lean que l'on voudrait trop rapidement classer comme une nième technique ou méthode- Par ailleurs, on retrouvera en fond l'histoire de la compagnie TOYOTALe meilleur que j'ai lu sur le lean
Geniale
Molto chiaro e spiegato in modo semplice con esempi di situazioni reali.Consiglio questo libro a qualsiasi persona perché il concetto può essere messo in pratica in qualsiasi ambito.
A good overview of TPS
Easy to read barrative of the origin of the Toyota Production System.Lots of praise for Hebry Ford and explabation why TPS is a different philosophy.
Buen libro para organización industrial
Lo recomiendo a todos los estudiantes de Organización Industrial, es fácil de leer, y te encamina hacia el pensamiento LEAN
Similar suggestions by Bolo
More from this brand
Similar items from “Quality Control”
Share with
Or share with link
https://www.bolo.ae/products/U0915299143