Taiichi Ohno Quotes
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Standards should not be forced down from above but rather set by the production workers themselves.
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Progress cannot be generated when we are satisfied with existing situations.
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Without standards, there can be no improvement.
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The only place that work and motion are the same thing is the zoo where people pay to see the animals move around
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Something is wrong if workers do not look around each day, find things that are tedious or boring, and then rewrite the procedures. Even last month's manual should be out of date
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No one has more trouble than the person who claims to have no trouble
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Costs do not exist to be calculated. Costs exist to be reduced.
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Ask 'why' five times about every matter.
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The slower but consistent tortoise causes less waste and is more desirable than the speedy hare that races ahead and then stops occasionally to doze. The Toyota Production System can be realized only when all the workers become tortoises.
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No goal, regardless of how small can be achieved without adequate training.
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We are doomed to failure without a daily destruction of our various preconceptions.
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It takes great effort to follow the rules of a pull system ... thus a half-hearted introduction of a pull system brings a hundred harms and not a single gain.
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My first move as the manager of the machine shop was to introduce standardized work.
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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.
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When you are out observing on the gemba, do something to help them. If you do, people will come to expect that you can help them and will look forward to seeing you again on the gemba.
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Data is of course important in manufacturing, but I place the greatest emphasis on facts.
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Having no problems is the biggest problem of all.
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The Toyota style is not to create results by working hard. It is a system that says there is no limit to people's creativity. People don't go to Toyota to 'work' they go there to 'think'.
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Also, bad quality causes big disruptions in my river system.
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The more inventory a company has, the less likely they will have what they need.
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And we are reducing the time line by reducing the non-value-added wastes.
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All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.
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The key to the Toyota Way and what makes Toyota stand out is not any of the individual elements…But what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner, not in spurts.
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I’m proud to be Japanese and I wanted my country to succeed. I believed my system was a way that could help us become a modern industrial nation. That is why I had no problem with sharing it with other Japanese companies, even my biggest competitors.