05031cam a22004817i 450000100090000000300040000900500170001300800410003001000170007101500190008801600180010702000250012502000220015003500240017204001090019604100130030504200140031805000250033210000320035724000420038924500960043124600250052725000350055226400350058730000170062233600260063933700280066533800270069350400620072050519700078252012480275261000610400061000750406165000270413665000270416365000530419065000420424365000530428590600450433894200120438399900170439595201370441217618069OSt20231017122217.0130208s2013    nyua     b    001 0 eng d  a  2012406863  aGBB2C20332bnb7 a0162247602Uk  a9780071808019 (hbk.)  a0071808019 (MHID)  a(OCoLC)ocn820779079  aUKMGBbengerdacUKMGBdOCLCOdVP@dBTCTAdYDXCPdBWXdVGMdSNMdOCLCFdCWUdOCLCQdOCLdA7UdOCLCQdDLC1 aenghjpn  alccopycat00aHD70.J3bO55813 20131 aŌno, Taiichi,d1912-1990.10aOhno Taiichi no genba keiei.lEnglish10aTaiichi Ohno's workplace management :bwith new commentary from global quality visionaries.30aWorkplace management  aSpecial 100th birthday edition 1aNew York :bMcGraw-Hill,c2013  axii, 195 p :  atextbtxt2rdacontent  aunmediatedbn2rdamedia  avolumebnc2rdacarrier  aIncludes bibliographical references (page 179) and index.0 aForeword / Fujio Cho -- Preface / Taiichi Ohno -- The wise mend their ways -- If you are wrong, admit it -- Misconceptions reduce efficiency -- Confirm failures with your own eyes -- Misconceptions hidden within common sense -- The blind spot in mathematical calculations -- Don't fear opportunity losses -- Limited volume production is to produce at a low cost -- Reduced inventory, increased work in process -- The misconception that mass production is cheaper -- Wasted motion is not work -- Agricultural people like inventory -- Improve productivity even with reduced volumes -- Do Kaizen when times are good -- Just in time -- Old man Sakichi Toyoda's Jidoka idea -- The goal was ten-fold higher productivity -- The supermarket system -- Toyota made the Kanban system possible -- We learned forging changeover at Toyota do Brasil -- "Rationalization" is to do what is rational -- Shut the machines off! -- How to produce at a lower cost -- Fight the robot fad -- Work is a competition of wits with subordinates -- There are no supervisors at the Administrative Gemba -- We can still do a lot more Kaizen -- Wits don't work until you feel the squeeze -- Become a reliable boss -- Sort, set in order, sweep, sanitize -- There is a correct sequence to Kaizen -- Operational availability vs. rate of operation -- The difference between production engineering and manufacturing engineering -- The pitfall of cost calculation -- The Monaka system -- Only the Gemba can do cost reduction -- Follow the decisions that were made -- The standard time should be the shortest time -- Seeking what Taiichi Ohno sought / Jon Miller -- Ohno's insights on human nature / Bob Emiliani -- A revolution in consciousness / John Shook -- Taiichi Ohno as master trainer / Jeffrey Liker -- Reflections on the centenary of Taiichi Ohno / Masaaki Imai -- Selected sayings of Taiichi Ohno -- About Kaizen Institute -- Worldwide contact information for Kaizen Institute Consulting Group.  aBusinesses worldwide are successfully implementing the Toyota Production System to speed up processes, reduce waste, improve quality, and cut costs. While there is widespread adoption of TPS, there is still much to be learned about its fundamental principles. This unique volume delivers a clear, concise overview of the Toyota Production System and kaizen in the very words of the architect of both of these movements, Taiicho Ohno, published to mark what would have been his 100th birthday. Filled with insightful new commentary from global quality visionaries, Taiichi Ohno's Workplace Management is a classic that shows how Toyota managers were taught to think. Based on a series of interviews with Ohno himself, this timeless work is a tribute to his genius and to the core values that have made, and continue to make, Toyota one of the most successful manufacturers in the world. "Whatever name you may give our system, there are parts of it that are so far removed from generally accepted ideas (common sense) that if you do it only half way, it can actually make things worse." "If you are going to do TPS you must do it all the way. You also need to change the way you think. You need to change how you look at things."--Taiichi Ohno.20aToyota Jidōsha Kōgyō Kabushiki KaishaxManagement.27aToyota Jidōsha Kōgyō Kabushiki Kaisha.2fast0(OCoLC)fst00555735 0aIndustrial management. 0aProduction management. 7aIndustrial management.2fast0(OCoLC)fst00971246 7aManagement.2fast0(OCoLC)fst01007141 7aProduction management.2fast0(OCoLC)fst01078309  a7bcbcccopycatd2encipf20gy-gencatlg  2lcccBK  c20324d20323  00102lcc70aKABUbKABUd2023-10-17g5603.00l2m1oHD70.J3 O55813 2013 c.1p34362r2024-12-02 17:49:49s2024-11-04w2023-10-17yBK