Taiichi Ohno's Workplace Management
Number of pages: 208
Publisher: McGraw-Hill Education
BBB Library: Business Classics
ISBN: 978-0071808019
Editorial Review
Many people today are seeking to build their own winning gemba (workplace) management system, just like the one built by Taiichi Ohno at Toyota. The study and application of Kaizen (continuous improvement) and Toyota Production System has become increasingly a part of how hospitals, governments, universities, banks, mining operations, and retailers are choosing to improve performance and develop their people. So, what was Taiichi Ohno seeking? To answer this question we need to pay careful attention to his ideals, his thinking style, his approach to learning and teaching, his views on frontline leadership, to his spirit, and his leadership. We must study and strive to understand how and why masters such as Taiichi Ohno arrived at their accomplishment. Only then can we leave footprints on our own paths.
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Wisdom to Share
If you think, “What I said was mistaken,” you should clearly say, “I was wrong.” Without this sort of attitude your subordinates and the people on the gemba will not do things for you.
If you realize that people will make mistakes and have a frank attitude to the point of thinking it is normal to apologize and say that you were wrong even to your subordinates, this will have an effect on how persuasive you can be.
Just as in the expression “the fish that got away always looks bigger,” it is part of human nature that the opportunity that we did not catch looks bigger. The reason that people feel that this is such a big loss is due to another misconception within how we think.
We need to use the words, “you made,” as in “follow the decisions you made.” When we say “that were made,” people feel like it was forced upon them.
Books by the same Author
The oil crisis in the fall of 1973 resulted in a recession of government and business, as well as society. By 1974, Japan’s economy had reached a state of zero growth and many companies were suffering and even bankrupted. But at the Toyota Motor Company, despite the declined profits, earnings were
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