CONTENTS
Translator’s Notes and Insights
CHAPTER 1 Learning from Mr. Taiichi Ohno
Lesson 2: Kaizen Equals Getting Closer to the Final Process
Lesson 3: You Need by the Line Only the Parts for the Car You Are Assembling Now
Lesson 5: Nine Out of Ten, One Out of Ten
Lesson 8: What’s That Red Circle on the Top Right of That Graph?
Lesson 9: Are You as the Manager Having Them Do It, or Are They Just Doing It Their Way? Which Is It, Man?
Lesson 10: Standard Work for the Andon Is, “Go There When It Flashes”
Lesson 11: Standard Work Is the Foundation of Kanban
Lesson 14: Engineers in Production Become the Horizontal Threads in the Cloth
Lesson 15: The Lowest Kanban Quantity Should Be Five
The Management and Structure Needed to Have a Successful Toyota Production System Deployment
The Foundation of Operations: How the Top Should Look at Things from Four Perspectives
CHAPTER 3 The Role of Management: Enable Your Employees to Do the Work Well
Managers Are There to Create an Environment in Which Increases in Flow Happen
Giving Authority: Growing People You Can Empower
Management Should Make Workplaces That Motivate People to Work and Sustain the Motivation
CHAPTER 4 If You Respect Other People, They Will Trust You
Talk to the Top People and Other Expatriates About Their Experience
Think of Managing an Overseas Plant as a Three-Story Building
Make an Environment Where It’s OK to Say, “I’m Sorry”
Make the Toyota Production System a Pillar of the Management of the Entity
Be Proactive in Encouraging the Toyota Production System Inside and Outside Your Company
Choose a Local Manager for Working with Suppliers
How to Deploy the Toyota Production System in Suppliers
Top Management Must Visit and Coach Suppliers at Least Three Times a Year
The Factory Must Be Run by Local Management, Starting with the Factory Manager and All the Way Down
Make Japanese the Official Company Language
Become an Executive Who People Can Trust. Respect Others and They Will Trust You