Toyota Production System: Beyond large-scale production

by Taiichi Ohno, Norman Bodek (Foreword)

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.

Genres: Business, Management, Nonfiction, Leadership, Engineering, Productivity, Japan

152 pages, Hardcover

First published January 1, 1978

Reviews

[Jan-Maat]

This 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 ie automation with a degree of 'intelligence' for example a machine would stop working if it developed a defect 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.

[Bob Wallner · Rating 4 out of 5]

It's been awhile since I've listened to this book.

In one of the chief architect's own words we hear what the development of the Toyota production system was. We hear about the artifacts such as kanban and other methods that were transferred into lean manufacturing.

The part that I think is most important and most forgotten about is that Toyota was trying to solve problems. The Toyota production system was never meant to be one size fits all implement this in every business and you will succeed. It was meant to be a snapshot in time of what they were doing to solve their problems. The pillars of just in time and autonomation, although can be helpful in all industries, were contrary to many of the US automakers as Toyota did not have money, did not have access to raw materials, and did not have space to maintain years of inventory. They needed to turn their inventory quickly into Cash so they did not have to create warehouses. They needed to keep older equipment running efficiently as they could not afford the latest and greatest technology.

This was the real purpose behind the Toyota production system and a purpose that has been lost as Western companies choose to copy the various artifacts of the Toyota production system.

[Kriti Modi · Rating 4 out of 5]

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.

[James · Rating 4 out of 5]

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.

[Cedric Chin · Rating 5 out of 5]

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.

[Orhan Sumer · Rating 4 out of 5]

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.

[Luke Housego · Rating 5 out of 5]

Iconic

[Anton Iokov · Rating 4 out of 5]

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.

[Isidro López · Rating 5 out of 5]

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).

[Trang Ha Nguyen · Rating 4 out of 5]

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!

[Henry · Rating 5 out of 5]

Reading this book for me is almost like reading Henry Ford’s books - yes, it is about production methods, but more so it’s about philosophies of life. There are better strategies to organize, live life than others. And this book is a brilliant guidance for that.

Theories will always be subpar to reality
One of the biggest reasons why American car manufacturers have problems competing with Japanese counterparts is that American car companies have strong divisions amongst engineers and plant workers. The engineers often do not work at a plant, thus there’s a massive disconnect between what the real problem at the plant level is. The author wrote:

A proper work procedure, however, cannot be written from a desk. It must be tried and revised many times in the production plant. Furthermore, it must be a procedure that anyone can understand on sight.

Author noted that even though his rank got higher through the years, he continued to spend a bulk of his time on the car plant rather than a cushy office. That’s because in an office, the author wouldn’t be able to know the minute details that went wrong at the plant level.
This translates well in life too: just by reading a big picture imagery of a situation would not prepare a person to understand the real thing. In order to understand the real thing, one must participate in the real thing not in theory, but rather in reality.

First Principles Method
This is something that’s heavily promoted by Elon Musk, but the author - decades before Musk, I have to emphasize - promoted heavily too in this book. The author names this method “Repeating Why Five Times”. For example, the author wrote:

1. Why did the machine stop?
There was an overload and the fuse below.
2. Why was there an overload?
The bearing was not sufficiently lubricated.
3. Why was it not lubricated sufficiently?
The lubrication pump was not pumping sufficiently.
4. Why was it not pumping sufficiently?
The shaft of the pump was worn and rattling.
5. Why was the shaft worn out?
There was no strainer attached and metal scrap got in.

It’s too easy to tackle the symptom, but not the root cause. The author later summarized this by writing:

By asking why five times and answering it each time, we can get to the real cause of the problem, which is often hidden behind more obvious symptoms.

Advantage of being an outsider
The author did not come from an automotive background. Rather, Toyota was a textile plant (where the author worked at first) and was transferred to the newly created automobile plant later on. Yet, due to his background in textile, he was able to think creatively on the problem arising on car manufacturing - outsiders always have more advantages than insiders because they come from a clean slate with a different perspective on how things could be done.

This book is truly monumental. It describes why the Toyota Production System (TPS) works, but most importantly, the author noted why it works in Japan, and wouldn’t work in the US. The author wrote that:

... in America this system could not be implemented easily. It was possible in Japan because we lacked function-oriented unions like those in Europe and the United States.

This in essence is due - as the author noted - not because of Japan lack strong union (if anything, it’d be the opposite - it is notoriously difficult to fire someone due to government policies in Japan compared to even Europe), but rather because in Japan (as well as many other Asian countries), unions are not tied to one specific trade. Which means that one union worker in Japan could work in numerous trades within a factory (and this multi-skill is cherished in Japan). Whereas in the US, for instance, union is tied to trade. So it’s not possible for one tradesman to jump into another trade within the day.
The limitation of the Western association means that manufacturing in the Western world - unless they’re not unionized - will always fall behind the Eastern world.

Toyota Production System and Kanban System
The basis of TPS is elimination of waste. To understand why, one has to understand the traditional method of car production:
Car needs multiple parts in order to be manufactured. Some parts might be manufactured faster than others, and some parts might be manufactured in defect but still got sent to the latter stage. Because car companies hate wasting manual labor (which is expensive and hard to train), this leads to each manufacturing stage manufacturing as many parts as they possibly can and will ship those parts to the latter stage. The end result is a massive pile up of earlier parts for the latter stage, which result in expensive storage cost. The end stage workers also have to spend an immense amount of time finding parts from the hefty storage pile of earlier parts.
The TPS philosophy turns that around. The author describes it as almost like an American supermarket. The latter stage workers will go to a “supermarket” of sorts, check out parts they want (with Kanban attached. Think of Kanban almost like a barcode attached to each item at the supermarket). The author wrote:

Commodities purchased by customers are checked out through the cash register. Cards that carry information about the types and quantities of commodities bought are 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.

The earlier parts are only being made for selected quantities when they’re being consumed earlier also for the selected quantities. Because parts are only made to replace consumed amounts, they are made “just in time” and no waste would occur. With no waste occurring, TPS requires no extra storage unlike the traditional car companies.

Production Flattering and Agility
However, one of the major problems that comes out of the Just in Time model is that parts will never be sufficiently replaced at the same speed as they’re being used. Taking the earlier supermarket example further. Assuming that you want to make a Chinese dish called “Eggs and Tomatoes” in batches, and you need the following ingredients:

- 2 tbsp of oil
- 6 eggs
- 4 tomatoes
- 2 pinch of salt
- 6 pinch of sugar

After making a dozen such dishes, you realize that you ran out of tomatoes. What do you do?

In the American model, the management would believe that the problem lies in the slow speed of ingredient replenishment. So the management would order extra tomatoes, have them in storage way more excess than quantity needed so they would never run out again. The production will grind to a half until tomatoes are replenished. At the same time, other ingredients are stockpiled as they still get delivered to the kitchen, even though there is no cooking at the time. The end result is that this kitchen will always have way more ingredients than they will ever need. Spoilage will be a common theme and a good chunk of ingredients will always be thrown out on a routine basis.

In the Toyota model, however, things are rather different. When the factory realizes they run out of tomatoes - which due to their Just in Time production method, is a common theme by design - they will look at their order books and see what they make absent of tomatoes. They quickly realize they also have few orders for scramble eggs. So while waiting for more tomatoes to be delivered, the factory then began making scrambled eggs. No waste occurs during the meantime and minimal downtime is experienced.
Of course - the Toyota model wouldn’t be easy to implement. Perhaps in the kitchen there will be no retooling from making Eggs and Tomatoes to Scrambled Eggs. But in a car manufacturing plant, switching from even just a smaller model Sedan to a large model Sedan requires significant change - especially in the age of automation (whereas in Toyota, they use a different model called auto-no-mation (or automation with a human touch). I’m not including this concept in this review). The author notes that the change into the modern Toyota model was not easy, and he received significant pushback from the factory. It’s only until the entire production team believes in his vision, and begins to implement his vision, things begin to change. Take this example the author included in the book:

In the 1940s, Toyota’s die changes took two to three hours. As production leveling spread through the company in the 1950s, setup times went to less than one hour and as little as 15 minutes. By the late 1960s, it was down to a mere 3 minutes.
In summary, the need for quick die changes was generated and steps were taken to eliminate the adjustments - something never discussed in previous work manuals. To do this, everybody chipped in with ideas while workers were trained to shorten changeover times.

The Toyota system is radically different from the American system in numerous ways. For one, the workers have sayings in production (whereas in the American system - as mentioned earlier - management and engineers do not care for input from the production floor because the idea of ranking hierarchy is so entrenched in their thinking. They would rather be wrong than giving up their power).
Two - a Toyota car manufacturing plant is agile. The author wrote:

... the Corona and Carina flow alternatively. They do not run Coronas in the morning and Carinas in the afternoon.

This is dramatically different from an American car plant, where a single model of car is pinned to be made from one single plant. You do not walk into a F150 Ford plant see Ford Explorer also churn out in the plant. In a Toyota car plant, one single plant makes numerous different cars at any given minute. This high agility manufacturing method - the author noted - is deeply rooted in the philosophy of Toyota Production System. The author commented:

The larger a business, the better reflexes it needs. If a small change in a plan must be accompanied by a brain command to make it work (for example, the production control department issuing order slips and plan changes sheets), the business will be unable to avoid burns or injuries and will lose great opportunities.

Blind Copycats
Just in Time model was (and perhaps still is) a hot trend a few decades ago, when the “Japan, Inc.” fever was taking roots with Americans thinking Japan will take over America in no time. There is no denial that the Toyota Production System is a superior manufacturing method. However, just using a few buzzwords such as “Just in Time”, “Kaizen” and “Kanban” out there and implementing a few minor superficial changes would not actually mean the manufacturing plant will gain any production gains. The author warned by writing:

Introducing kanban without actually practicing these rules will bring neither the control expected of kanban nor the cost reduction. Thus, a half-hearted introduction of kanban brings a hundred harms and not a single gain. Anyone who recognizes the effectiveness of kanban as a production management tool for reducing cost must be determined to observe the rules and overcome all obstacles.

In sum: the author is a genius. This is one of the most fantastic books about manufacturing, right behind Henry Ford’s monumental book Today and Tomorrow (which the author held in high regard in this book, often referencing Ford’s book).

[Oğuzhan Kırçalı · Rating 4 out of 5]

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.

[wkdidka alaska · Rating 5 out of 5]

I realized I haven't written a review on Taiichi Ohno's Toyota Production System. I read this book with an intention to improve the operations process at my workplace as I learned about this process in my Operations Management course case study during my Bachelors studies. This book, in return, gave me advice on a complete mindset that changed millions of operations processes all around the world. I skimmed through another book about the Toyota Production System called The Toyota Way, and truly was not satisfied with how it was structured. Alas, the mastermind himself had written about the System he created. This is the book to read if you are interested in Operations, Optimization, Process Improvement. This is how it's done. I was opening up a notebook drawing, writing, inserting notes about this book. The ebook on my Books app has over 50 bookmarks.

As an Industrial Engineer, it felt like discovering the bible of my profession, so I ordered a hard cover copy from Amazon. An easy 5-star :)

[Harry Harman]

computer integrated manufacturing

kanban or a just-in-time system

IN JAPAN, THE family name appears first.

I still remember my surprise at hearing that it took nine Japanese to do the job of one American.

Just-in-time means that, in a flow process, the right parts needed in assembly reach the assembly line at the time they are needed and only in the amount needed. A company establishing this flow throughout can approach zero inventory.

If a part is needed at the rate of 1,000 per month, we should make 40 parts a day for 25 days. Furthermore, we should spread production evenly throughout the workday. If the workday is 480 minutes, we should average one piece every 12 minutes. This idea later developed into production leveling.

we were making no more than 1,000 to 2,000 cars a month, and keeping a one-month inventory in each process.

when outside suppliers were needed, we first listened to their needs and then asked them to cooperate in helping us achieve leveled production. Depending on the situation, we discussed the supplier's cooperation in terms of manpower, materials, and money.

the idea of a later process going to an earlier process to pick up materials resulted from the following circumstance. In the conventional system, an earlier process forwarded products to a later process continuously regardless of the production requirements of that process. Mountains of parts, therefore, might pile up at the later process. At that point, workers spent their time looking for storage space and hunting for parts instead of making progress in the most important part of their jobs - production.

the "one operator, many processes" system and increased production efficiency two and three times.

people bought up tissue paper and detergent when the oil crisis came. Our ancestors grew rice for subsistence and stored it in preparation for times of natural disaster. From our experience during the oil crisis, we learned that our basic nature has not changed much.

raw materials, work-in-process, and products.

Repeating why five times, like this, can help uncover the root problem. one might simply replace the fuse or the pump shaft. In that case, the problem would recur within a few months.

textile plant one young woman oversees 40 to 50 automatic looms?

1. Improving efficiency makes sense only when it is tied to cost reduction.

2. Look at the efficiency of each operator and of each line. Then look at the operators as a group, and then at the efficiency of the entire plant (all the lines). Efficiency must be improved at each step and, at the same time, for the plant as a whole.

Present capacity = work + waste

The idea is teamwork - not how many parts were machined or drilled by one worker, but how many products were completed by the line as a whole.

Years ago, I used to tell production workers one of my favorite stories about a boat rowed by eight men, four on the left side and four on the right side. If they do not row correctly, the boat will zigzag erratically.

In a swimming relay, a swimmer cannot dive before the previous swimmer's hand touches the wall. In track, however, rules are different and a strong runner can make up fora weak runner. This is an interesting point.

In a manufacturing job done by four or five people, the parts should be handed over as if they were batons. If an operator in a later process is delayed, others should help set up his or her machine. When the work area returns to normal, that worker should get the baton and everyone else should return to their positions. I always tell workers they should be skillful in baton passing.

Pg 52 Figure 1. A Sample of Kanban

This piece of paper carries information that can be divided into three categories:
(1) pickup information,
(2) transfer information, and
(3) production information.

second rule of kanban work (having the earlier process produce only the amount withdrawn by the later process)

if the prior process generates defective parts, the next process must stop the line. Furthermore, everyone sees when this happens and the defective part is returned to the earlier process.

should a certain product be made internally or ordered from outside? In making a certain product, should we purchase machines exclusively for that purpose or use a general-purpose machine we already have? Don't basejudg- ments on a single cost analysis and conclude that it would be cheaper to order it from outside than to make it internally.

if we rashly purchase the most advanced high-performance machine, the result will be overproduction and waste.

In production, "waste" refers to all elements of production that only increase cost without adding value - for example, excess people, inventory, and equipment.

Moving is not necessarily working. Working means actually advancing the process toward completing the job. Workers must understand this.

we frequently see people working ahead. Instead of waiting, the worker works on the next job, so the waiting is hidden. If this situation is repeated, inventory begins to accumulate at the end of a production line or between lines. This inventory has to be moved or neatly stacked. If these movements are regarded as "work," soon we will be unable to tell waste from work. In the Toyota production system, this phenomenon is called the waste of overproduction - our worst enemy because it helps hide other wastes.

Let's look at one measure. With an automatic machine, suppose the standard inventory of a process is five pieces. If the inventory stands at only three pieces, the earlier process automatically starts producing the item until there are five pieces. When the inventory reaches its required number, the earlier process stops production. We call this the full work system.

Tact is the length of time, in minutes arid seconds, it takes to make one piece of the product. It must be calculated in reverse from the number of pieces to be produced. Tact is obtained by dividing the operable time per day by the required number per day (pieces)

we often hear: "This machine has been depreciated and paid off, and, therefore, we can discard it any time without loss.” This kind of thinking is a big mistake. A machine's value is not determined by its years of service or its age. It is determined by the earning power it still retains.

In business, we are always concerned with how to produce more with fewer workers. In our company, we use the term "worker saving" instead of "labor saving."

We cannot help but be impressed by his progressive nature. He would expand an idea to its fullest capacity and, the next moment, compress it to its smallest form.

Eventually, we may have to export intellect itself.

Charles Sorensen His book, My Forty Years with Ford

Prevention Is Better than Healing

1. installment payment plan
2. used car trade-ins

Prior to 1920, Many cars were of the "touring" or "roadster" type

Ford raised the question: "Are we moving too fast?" 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 were great and losses caused by overproduction did not appear on the surface. During slow growth, however, excess inventory shows up whether we like it or not.

multi-skilled training of workers must be instituted while times are still normal.

There must be hundreds of people around the world who can improve productivity and efficiency by increasing production quantity. We, too, have such foremen at Toyota. But few people in the world can raise productivity when production quantities decrease.

I frequently applied reverse common sense or inverse thinking

Andon.
When operations are normal, the green light is on. When a worker wants to adjust something on the line and calls for help, he turns on a yellow light. If a line stop is needed to rectify a problem, the red light is turned on.

Autonomation (Automation with a Human Touch)

His invention was equipped with a device that automatically and immediately stopped the machine if the vertical or lateral threads broke or ran out. In other words, a device capable of making a judgment was built into the machine.

Baton Passing Zone
In a swimming relay, the fastest and slowest swimmers must both swim the same fixed distance. In a track relay, however, a faster runner can make up for a slower runner in the baton passing zone. On a production line, the track relay method is preferred. To improve the efficiency of the line, the supervisor must establish a baton passing zone where workers have a chance to catch up.

In the Toyota production system, "5W" means five why's. Thus, "Five Why's equal One How" (5W = 1H).

Moving vs. Working
Regardless of how much workers move, it does not mean work has been done. Working means that progress has been made, that a job is done with little waste and high efficiency. The supervisor must make an effort to turn workers' movements into working.

[Mark · Rating 4 out of 5]

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.

[W F]

First Pillar: "Just in Time"
1973-75 oil crisis; Toyota need/strategy: make large number of product lines in small amounts to meet increasing demand for cars; American model: mas-production of small number of categories (based on economies of scale: price decreases when q increases)
During the war-era, it took 9 Japanese people to do the job of 1 American factory worker
"Just in time" principle: the parts only reach the production line at the last moment
tons of problems: when paperwork isn't filed, parts are defective, people are sick, or anything else, the line stops; delays in even recognizing the abnormal states
using "kanban" visual tracking methods of production (reducing management, making the system smooth)
reverse method: start with quantity of units needed; instead of going from raw materials down to the finished product, start with the final stages and work in the steps backwards to ensure a lack of defects
Second Pillar: "Autonomation" (automation)
automation with a human touch: avoids mishaps (ex: parts fall into a machine, damage it, and continue to build up over time); make machines that prevent this problem with automatic stopping devices; one worker can attend several machines
adapt the human workforce to the problem; determines base efficiency of the system
efficiency: cutting costs; setting price by value to consumer, rather than manufacturing costs; goal of the system is lowering costs during low-growth periods
Toyoda Kiichiro: used textile factory experience to revamp Toyota plants; contrast to American method of hiring single-use union operators that generate large amounts of waste per machine section, require high-speed, expensive tools, and need mass-prod.
Production Leveling
maintain consistent flow of parts and equipment; reduce inventory and material waste
always start with the need; necessity is the mother of invention; you need to let the plant people feel the need for progress;
the more efficient system is based around teaching people to be multi-skilled operators
Evolution of the Toyota Production System
repeating Why Five Times: when confronted with a problem, find five questions, ex: machine issue:
1. Why did the machine stop? There was an overload and the fuse blew.
2. Why was there an overload? The bearing was not sufficiently lubricated.
3. Why was it not lubricated sufficiently? The pump was not pumping enough.
4. Why was it not pumping sufficiently? The pump shaft was worn/rattling.
5. Why was the shaft worn out? There was no strainer attached…
data is important to plant operation, but stories and actions are even more important
analysing waste: you will only improve efficiency when it reduces cost; look at the individual line operator efficiency before evaluating the groups and the entire plant
eliminating waste of: overproduction, time on hand (waiting), transportation, processing, stock on hand (inventory), movement, defective products
Production First Principle: your plant is the primary, real-time, direct source of information.
The Supermarket: buying what is needed at the right time and quantity; kanban process
Further Development
business functions like the Autonomic Nervous System: workers make their own choices
elasticity (response to change); agricultural mind (storing rice) is a problem
computers can cause problems: information overload, early inventory delivery, inhuman
Toyota-Style Information System: information is relayed to each worker as needed
Fine Adjustment: market fluctations are accounted for using kanban: modify the plan
no warehousing; rejection of the following:
"The way we currently operate, the production line has a fairly high operation rate and fairly low defect rate. Therefore, as a whole, things seem to be proceeding reasonably."
"If we allow ourselves to feel this way, we cut off any hope for progress or improvement."
"'Understanding' is my favorite word," it means "to approach an objective positively and comprehend its nature."
Types of Work
Waste (needless repetitious movement) not work
Non-value-added work: pushing buttons, moving boxes; conditions need change
Value-added work: processing the shape/character of the product adds value
ie: assembling parts, forging raw materials, welding, painting, etc.
the ideal is 100% value-added work without excess motion;
Genealogy of the Toyota Production System
Toyoda Sakichi 1888 (20 years old) watched looms all day to see how they worked
Taiichi Ohno worked for Toyoda Spinning and Weaving after high school in 1932, two years after the New York stock exchange crash; this lasted for ten years
1943: Ohno transferred to Toyota Motor company, meeting Toyoda Kiichiro, a man of great foresight and inventiveness from Toyoda Sakichi
1949: lift on price controls and passenger car restrictions; small car lines; watch the floor
1952: full-scale operation; Toyotaism: cars for general public, low cost, emphasizing sales, manufacturing, and basic materials
Toyoda Sakichi: he did not read books or study mathematics, "Because his inventions sprang directly from actual practice, they did not always follow scientific principles. In application, however, his inventions produced better results. He put his ideas into actions, not words."
Surviving the Low Growth Period
"There must be hundreds of people around the world who can improve productivity and efficiency by increasing production quantity. We too have such foremen at Toyota. But few people in the world can raise productivity when production quantities decrease. With even one such person, the character of a business operation will be that much stronger."

[Alex · Rating 4 out of 5]

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

[Pavleras · Rating 3 out of 5]

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.

[Alessio Fella · Rating 5 out of 5]

Eccellente traduzione, scorrevole e piacevole.

[Dmitry · Rating 5 out of 5]

(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 компании 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-за 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 производства, 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".

[eren şahin · Rating 4 out of 5]

Toyota Ruhu, Japon üretim sistemini, Ohnoism ya da tam bilinen adı ile Toyota Üretim Sistemi'ni mucidi Taiichi Ohno tarafından anlatılıyor. Bu kitap, nasıl oldu da Pasifiklerdeki İkinci Dünya Savaşı’ndan ağır yaralarla çıkmış, kaynak ve know-how bilgisi sınırlı bir ada ülkesindeki tekstil dokuma fabrikasının bir otomotiv devine dönüştüğünün hikayesi. Ohno’nun icat ettiği bu sistem, Ford’un seri üretim sisteminin antitezi olarak değerlendirilebilecek bir sistemdir. Kitapta, bu sistemin tarihsel olarak nasıl ihtiyaçlardan doğduğu, nasıl geliştiği ve seri üretimin babası Henry Ford’un idealleri ve sistemleri ile nasıl benzer ve farklı olduğu tıpkı Toyota Üretim Sistemi’nde olduğu gibi yalın bir şekilde okuyucuya sunulmuş.

Bu kitap, üretim planlama, mühendislik ve fabrika yönetimi gibi konulara ilgisi olan insanların mutlaka okuması gereken bir kitap. Özel olarak geliştirilmiş sistemlerin nasıl israfı önlediği, toplu üretim mantığına oturmuş ve daha önce kimse tarafından sorgulanmamış genel geçer kuralların nasıl ve neden yanlış olduğu, Henry Ford’un ideal sisteminin ömrü yetse Toyota Üretim Sistemi’ne nasıl evrileceği açıklanıyor. Aynı zamanda bunları yaparken Japon kültürü, yazarın ve Toyota’nın kurucu babası ile varisinin karakteri ve şirket üzerindeki etkileri açıkça ortaya konmuş. Okuması kolay, keyifli ve “yalın” bir kitap.

[Moran Danieli-Cohen]

The "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.

[AshkaN Pi]

کتاب سیستم تولید تویوتا (The Toyota Production System) نوشته‌ی تای‌چی اوهنو، بنیان‌گذار این سیستم، یکی از آثار مهم در زمینه تولید ناب (Lean Manufacturing) است. این کتاب به بررسی فلسفه، اصول و روش‌های سیستم تولید تویوتا می‌پردازد که به عنوان یکی از کارآمدترین سیستم‌های تولیدی در جهان شناخته می‌شود.
تای‌چی اوهنو توضیح می‌دهد که این سیستم در پاسخ به نیازهای خاص تویوتا پس از جنگ جهانی دوم طراحی شد، زمانی که منابع محدود بودند و تولید انبوه غربی کارایی لازم را نداشت. هدف اصلی سیستم تولید تویوتا، حذف اتلاف (Muda) و ایجاد ارزش افزوده برای مشتری است. این سیستم بر پایه احترام به کارکنان و استفاده بهینه از منابع شکل گرفته است.
سیستم تولید تویوتا توانست باعث افزایش چشمگیر کارایی، کاهش هزینه‌ها و بهبود کیفیت محصولات شود. این سیستم به عنوان الگویی برای صنایع مختلف در سراسر جهان شناخته شده و پایه‌گذار تولید ناب شده است.
کتاب سیستم تولید تویوتا برای مدیران، مهندسان و علاقه‌مندان به بهبود فرآیندهای تولیدی بسیار ارزشمند است و راهنمایی عملی برای کاهش هزینه‌ها، افزایش بهره‌وری و ایجاد سازمانی انعطاف‌پذیر و مشتری‌محور ارائه می‌دهد.

[Matt · Rating 4 out of 5]

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.

[Gustavo Fernandes · Rating 5 out of 5]

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.

[Orhun · Rating 4 out of 5]

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.

[Amber R · Rating 5 out of 5]

“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.

[Kaylyn Anderson · Rating 5 out of 5]

I read this in part because of incorrect articles I read while researching The Five Whys. I wanted to understand how it started and by whom. Because of my endeavors, I came to learn more about Toyoda Sakichi and his brilliance as an inventor, his son's (Toyoda Kiichiro) determination to build Toyota Motor company (corporation), and Taiichi Ohno's (Ōno) efforts to eliminate waste in Toyota and build a Lean Manufacturing facility.

[Nikolay · Rating 3 out of 5]

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.

[Krystof · Rating 4 out of 5]

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."