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4 of 4 people found the following review helpful
Translation of a Classic - Great Book about TPS Spirit
14 Nov 2010
Format:Paperback
Another interesting and long awaited book about basics of "Toyota Production System" - thanks for translating a classic Japanese work to English. In an age where every day new books about TPS are published, one of the casualties of excessive literature about TPS has been inherent simplicity of this system. In the book, Wakamatsu San takes the reader back to basic canons of "Toyota Production System". It is not a book of exotic production planning models or dazzling strategic business plans, yet a simple and commonsense approach for building and managing successful lean systems. The "Ten Commandments of Taiichi Ohno" are presented in a very logical order with very interesting examples and short exercises which help in connecting all elements of TPS where novices struggle. "The Toyota Mindset" should be made mandatory reading and team-based learning curriculum for mid-level management and supervisory staff responsible for lean transformation and efficient running of a lean enterprise. It would help a business in accelerating organizational learning, identifying problems before they arise, doing more with less, visualizing and eliminating waste, encouraging deeper understanding of work processes and promote unending quest for improvement - true traits of a lean enterprise.
A supplementary field / workbook will be a plus+
A supplementary field / workbook will be a plus+
2 of 3 people found the following review helpful
Perfect Discussion Point for Supervisors
21 Mar 2011
Format:Paperback|Amazon Verified Purchase
I run a medical device manufacturing plant. One of the struggles I have is to get my supervisors to understand their role in making improvements and how to stick with them until a permanent solution is effected. Often supervisors will just patch a problem and move on, only to trip over the same problem time and time again. This book provides a great talking point to discuss this and many other issues in the factory. It is written as a recounting of different vignettes that occured within Toyota and how they were dealt with. I have my supervisors and managers read 10 page sections at a time. We then discuss what happened in the ten pages in twice a week meetings. At the end of the meeting we assign homework to each supervisor based on how they think they can apply the principles they have learned. It has been invaluable in getting my supervisors to the next level.
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