Taiichi Ohno
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 Not 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 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 Squeeze Chapter 29: Become a Reliable Boss Chapter 30: Seiri Seiton Seiso Seiketsu Shitsuke Chapter 31: There is a Correct Sequence to Kaizen Chapter 32: Operational Availability vs. Rate of Operation Chapter 33: The Difference Between Production Engineering an
Business,Management,Business,Leadership,Nonfiction
Taiichi Ohno's Workplace Management