I read this book to get a sense of the history of the concept of “lean”. For that, it was interesting. There were also gems of wisdom throughout. The book is like a collection of thoughts or perhaps answers to interview questions. The author was 70 when this book came out i 1982. Some things seems very modern and timely, while certain attitudes to people seem very archaic.

This is puzzling when you read that he puts people first. He puts people first because it is from people that you get the id I read this book to get a sense of the history of the concept of “lean”.

For that, it was interesting. There were also gems of wisdom throughout. The book is like a collection of thoughts or perhaps answers to interview questions. The author was 70 when this book came out i 1982. Some things seems very modern and timely, while certain attitudes to people seem very archaic. This is puzzling when you read that he puts people first. He puts people first because it is from people that you get the ideas for making improvements in the workplace.

Listening and observing are key skills he promotes. The Publisher’s Forward in the 1988 edition I read had a quote from someone who experienced a visit from two of Ohno’s students at his plant in the U. Download Gratis Video Belajar Huruf Hijaiyah here. S.

He said, “ But what I admired most was their incredible respect for humanity.” So maybe Ohno comes across as rather stodgy at times, but if his students have this incredible respect for humanity, it can’t be all that bad.:) I give the book an overall 3-star rating and think it would be interesting for students of lean. Lean philosophies might be stated more succinctly in other books, but it never hurts to know the roots. I found the language a bit choppy at times. This was mostly when I was in sections that I was not familiar with such as those with references to actual car manufacturing or accounting methods.

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I didn’t lose out from glossing over those parts because there was good material elsewhere, and, as I have said, this book is not really one coherent whole that must be grasped completely. He also mentions that you cannot fire workers in Japan. I know nothing about working in Japan so I don’t know whether this is still the case. Because you could not just lay off people when times were bad for manufacturing, you had to deal with all these people who had nothing to do. That gave some interesting production challenges and definitely influenced some of his proposals, as far as I could see. His explanation of the just-in-time concept was slightly amusing.

This is because he feels the need to spell it out. Again, this was written in 1982. For some, it was still misunderstood and new. Now, I perceive it as well known and well understood. The preface says the Toyota production system can be summed up in one statement: “Make only what you need, in the quantities you need, when you need it.” I tried to take notes on each chapter as I read this, and then I decided I would just charge through and pick up what I could.