SlideShare una empresa de Scribd logo
1 de 22
Descargar para leer sin conexión
Reference: azquotes.com
A Collection of Quotes
from
Taiichi Ohno
Reference: Wikipedia
Taiichi Ohno was a Japanese industrial engineer
and businessman. He is considered to be the
father of the Toyota Production System, which
became Lean Manufacturing in the U.S. He
devised the seven wastes as part of this system.
Born: February 29, 1912, Dalian, China
Died: May 28, 1990, Toyota, Aichi Prefecture,
Japan
Books: Toyota Production System: Beyond Large-
Scale Production, Just-in-time for Today and
Tomorrow, Taiichi Ohno's Workplace Management,
Workplace Management
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“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.“
- Taiichi OhnoInfographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“Why not make the work easier
and more interesting so that
people do not have to sweat?
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’.“
- Taiichi OhnoInfographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“Standards should
not be forced down
from above but rather
set by the production
workers themselves.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“Don't look with your
eyes, look with your
feet. Don't think with
you head, think with
your hands.“
- Taiichi Ohno
“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.“
- Taiichi OhnoInfographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“People who can't
understand numbers are
useless. The gemba where
numbers are not visible is
also bad. However, people
who only look at the numbers
are the worst of all.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“When you go out into the
workplace, you should be looking
for things that you can do for your
people there. You’ve got no
business in the workplace if you’re
just there to be there. You’ve got
to be looking for changes you can
make for the benefit of the people
who are working there.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“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.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“If you are going to do kaizen
continuously you've got to assume that
things are a mess. Too many people just
assume that things are all right the way
they are. Aren't you guys convinced
that the way you're doing things is the
right way? That's no way to get anything
done. Kaizen is about changing the way
things are. If you assume that things
are all right the way they are, you can't
do kaizen. So change something!“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“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.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“Costs do not exist
to be calculated.
Costs exist to be
reduced.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“Where there is
no Standard
there can be no
Kaizen.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“The more inventory
a company has, the
less likely they will
have what they
need.“
- Taiichi Ohno
“The only place that
work and motion are
the same thing is the
zoo where people pay
to see the animals
move around.“
- Taiichi OhnoInfographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“And we are
reducing the time
line by reducing the
non-value adding
wastes.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“We are doomed to
failure without a
daily destruction of
our various
preconceptions.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“Data is of course
important in
manufacturing, but I
place the greatest
emphasis on facts.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“My first move as the
manager of the
machine shop was to
introduce standardized
work.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“Standards should not
be forced down from
above but rather set
by the production
workers themselves.“
- Taiichi Ohno
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
Infographic published by Neil Beyersdorf
linkedin.com/in/neilbeyersdorf/
“Ask 'why' five
times about
every matter.“
- Taiichi Ohno

Más contenido relacionado

La actualidad más candente

The 8 waste in Lean Manufacturing - Lean Six Sigma Training
The 8 waste in Lean Manufacturing - Lean Six Sigma TrainingThe 8 waste in Lean Manufacturing - Lean Six Sigma Training
The 8 waste in Lean Manufacturing - Lean Six Sigma TrainingAnkit Sharma
 
Lean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleLean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleAndrew Schwartz
 
Lean Six Sigma Mistake-Proofing Process Training Module
Lean Six Sigma Mistake-Proofing Process Training ModuleLean Six Sigma Mistake-Proofing Process Training Module
Lean Six Sigma Mistake-Proofing Process Training ModuleFrank-G. Adler
 
SMED - Quick Change Over
SMED - Quick Change OverSMED - Quick Change Over
SMED - Quick Change OverOskar Olofsson
 
Types of waste - lean Concept Krishna Heda
Types of waste - lean Concept Krishna HedaTypes of waste - lean Concept Krishna Heda
Types of waste - lean Concept Krishna Hedakrishnaheda
 
LEAN SMED TRAINING FOR SUPERVISORS AND OPERATORS
LEAN SMED TRAINING FOR SUPERVISORS AND OPERATORSLEAN SMED TRAINING FOR SUPERVISORS AND OPERATORS
LEAN SMED TRAINING FOR SUPERVISORS AND OPERATORSJulian Kalac P.Eng
 
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...SN Panigrahi, PMP
 
Lean Daily Visual ManagementSystem(LDVMS)
Lean Daily Visual ManagementSystem(LDVMS)Lean Daily Visual ManagementSystem(LDVMS)
Lean Daily Visual ManagementSystem(LDVMS)Romains Bos, PMP, MBA
 

La actualidad más candente (20)

010 bmw tpm management training
010 bmw tpm management training010 bmw tpm management training
010 bmw tpm management training
 
Smed simulation game_intro
Smed simulation game_introSmed simulation game_intro
Smed simulation game_intro
 
The 8 waste in Lean Manufacturing - Lean Six Sigma Training
The 8 waste in Lean Manufacturing - Lean Six Sigma TrainingThe 8 waste in Lean Manufacturing - Lean Six Sigma Training
The 8 waste in Lean Manufacturing - Lean Six Sigma Training
 
Standard operations preview
Standard operations previewStandard operations preview
Standard operations preview
 
Fundamentals of Lean
Fundamentals of LeanFundamentals of Lean
Fundamentals of Lean
 
Lean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation SampleLean Manufacturing PowerPoint Presentation Sample
Lean Manufacturing PowerPoint Presentation Sample
 
01 shop floor best practices
01 shop floor best practices01 shop floor best practices
01 shop floor best practices
 
Lean Six Sigma Mistake-Proofing Process Training Module
Lean Six Sigma Mistake-Proofing Process Training ModuleLean Six Sigma Mistake-Proofing Process Training Module
Lean Six Sigma Mistake-Proofing Process Training Module
 
SMED - Quick Change Over
SMED - Quick Change OverSMED - Quick Change Over
SMED - Quick Change Over
 
Types of waste - lean Concept Krishna Heda
Types of waste - lean Concept Krishna HedaTypes of waste - lean Concept Krishna Heda
Types of waste - lean Concept Krishna Heda
 
Single Minute Exchange of Dies
Single Minute Exchange of DiesSingle Minute Exchange of Dies
Single Minute Exchange of Dies
 
Lean Lego Game
Lean Lego GameLean Lego Game
Lean Lego Game
 
7 waste in the production
7 waste in the production7 waste in the production
7 waste in the production
 
LEAN SMED TRAINING FOR SUPERVISORS AND OPERATORS
LEAN SMED TRAINING FOR SUPERVISORS AND OPERATORSLEAN SMED TRAINING FOR SUPERVISORS AND OPERATORS
LEAN SMED TRAINING FOR SUPERVISORS AND OPERATORS
 
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...
Lean Concepts "8 Forms of Waste Cause & Effect : How to Eliminate / Reduce Wa...
 
Lean basics
Lean basicsLean basics
Lean basics
 
Lean manufacturing
Lean manufacturing Lean manufacturing
Lean manufacturing
 
Smed smpl 1
Smed smpl 1Smed smpl 1
Smed smpl 1
 
Lean Daily Visual ManagementSystem(LDVMS)
Lean Daily Visual ManagementSystem(LDVMS)Lean Daily Visual ManagementSystem(LDVMS)
Lean Daily Visual ManagementSystem(LDVMS)
 
Hourly Lean Introduction
Hourly Lean IntroductionHourly Lean Introduction
Hourly Lean Introduction
 

Destacado

Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?EmielVanEst
 
17 Mark Twain Quotes for Leaders
17 Mark Twain Quotes for Leaders17 Mark Twain Quotes for Leaders
17 Mark Twain Quotes for Leaderswjbriggs
 
Brief introduction to 'Toyota Way' (Zeeshan Syed)
Brief introduction to 'Toyota Way' (Zeeshan Syed)Brief introduction to 'Toyota Way' (Zeeshan Syed)
Brief introduction to 'Toyota Way' (Zeeshan Syed)Zeeshan Syed
 
Checklist manifesto
Checklist manifestoChecklist manifesto
Checklist manifestoAstha Gupta
 
GRI Presentation to GVis2012
GRI Presentation to GVis2012GRI Presentation to GVis2012
GRI Presentation to GVis2012Be2camp Admin
 

Destacado (20)

A Collection of Quotes from Albert Einstein
A Collection of Quotes from Albert EinsteinA Collection of Quotes from Albert Einstein
A Collection of Quotes from Albert Einstein
 
A Collection of Quotes from W. Edwards Deming
A Collection of Quotes from W. Edwards DemingA Collection of Quotes from W. Edwards Deming
A Collection of Quotes from W. Edwards Deming
 
A Collection of Quotes in Business Excellence, Quality, and Change
A Collection of Quotes in Business Excellence, Quality, and ChangeA Collection of Quotes in Business Excellence, Quality, and Change
A Collection of Quotes in Business Excellence, Quality, and Change
 
A Collection of Quotes from Jack Welch
A Collection of Quotes from Jack WelchA Collection of Quotes from Jack Welch
A Collection of Quotes from Jack Welch
 
Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?
 
Toyota production system
Toyota production systemToyota production system
Toyota production system
 
A Collection of Quotes from Steve Jobs
A Collection of Quotes from Steve JobsA Collection of Quotes from Steve Jobs
A Collection of Quotes from Steve Jobs
 
Toyota
ToyotaToyota
Toyota
 
A Collection of Quotes from Stephen Covey
A Collection of Quotes from Stephen CoveyA Collection of Quotes from Stephen Covey
A Collection of Quotes from Stephen Covey
 
Topograpiya ng asya
Topograpiya ng asyaTopograpiya ng asya
Topograpiya ng asya
 
17 Mark Twain Quotes for Leaders
17 Mark Twain Quotes for Leaders17 Mark Twain Quotes for Leaders
17 Mark Twain Quotes for Leaders
 
A Collection of Quotes from Seth Godin
A Collection of Quotes from Seth GodinA Collection of Quotes from Seth Godin
A Collection of Quotes from Seth Godin
 
A Collection of Quotes from Peter M. Senge
A Collection of Quotes from Peter M. SengeA Collection of Quotes from Peter M. Senge
A Collection of Quotes from Peter M. Senge
 
What Is Quality
What Is QualityWhat Is Quality
What Is Quality
 
Lean Flow Seminar
Lean Flow SeminarLean Flow Seminar
Lean Flow Seminar
 
Brief introduction to 'Toyota Way' (Zeeshan Syed)
Brief introduction to 'Toyota Way' (Zeeshan Syed)Brief introduction to 'Toyota Way' (Zeeshan Syed)
Brief introduction to 'Toyota Way' (Zeeshan Syed)
 
Control chart
Control chartControl chart
Control chart
 
Checklist manifesto
Checklist manifestoChecklist manifesto
Checklist manifesto
 
Manpower Cost Cutting
Manpower Cost Cutting Manpower Cost Cutting
Manpower Cost Cutting
 
GRI Presentation to GVis2012
GRI Presentation to GVis2012GRI Presentation to GVis2012
GRI Presentation to GVis2012
 

Similar a A Collection of Quotes from Taiichi Ohno

(1st_Session)_Intro._to_Lean.pptx
(1st_Session)_Intro._to_Lean.pptx(1st_Session)_Intro._to_Lean.pptx
(1st_Session)_Intro._to_Lean.pptxAhmedSalah445821
 
Key Concept in Toyota Production System and Their Own Thought
Key Concept in Toyota Production System and Their Own ThoughtKey Concept in Toyota Production System and Their Own Thought
Key Concept in Toyota Production System and Their Own ThoughtQuEST Forum
 
Lean Manufacturing | Kevin Meyer
Lean Manufacturing | Kevin MeyerLean Manufacturing | Kevin Meyer
Lean Manufacturing | Kevin Meyeraccidentaltorpo90
 
Management Control System at Toyota
Management Control System at ToyotaManagement Control System at Toyota
Management Control System at ToyotaHarshad Jain
 
Alan Shugart EBA Interview
Alan Shugart EBA InterviewAlan Shugart EBA Interview
Alan Shugart EBA InterviewMahendra Patel
 
TechServe Alliance Conference 2016: Highlight Reel - Day 2
TechServe Alliance Conference 2016: Highlight Reel - Day 2TechServe Alliance Conference 2016: Highlight Reel - Day 2
TechServe Alliance Conference 2016: Highlight Reel - Day 2TechServe Alliance
 

Similar a A Collection of Quotes from Taiichi Ohno (8)

(1st_Session)_Intro._to_Lean.pptx
(1st_Session)_Intro._to_Lean.pptx(1st_Session)_Intro._to_Lean.pptx
(1st_Session)_Intro._to_Lean.pptx
 
Toyota Production System
Toyota Production SystemToyota Production System
Toyota Production System
 
Akiomorita (1)
Akiomorita (1)Akiomorita (1)
Akiomorita (1)
 
Key Concept in Toyota Production System and Their Own Thought
Key Concept in Toyota Production System and Their Own ThoughtKey Concept in Toyota Production System and Their Own Thought
Key Concept in Toyota Production System and Their Own Thought
 
Lean Manufacturing | Kevin Meyer
Lean Manufacturing | Kevin MeyerLean Manufacturing | Kevin Meyer
Lean Manufacturing | Kevin Meyer
 
Management Control System at Toyota
Management Control System at ToyotaManagement Control System at Toyota
Management Control System at Toyota
 
Alan Shugart EBA Interview
Alan Shugart EBA InterviewAlan Shugart EBA Interview
Alan Shugart EBA Interview
 
TechServe Alliance Conference 2016: Highlight Reel - Day 2
TechServe Alliance Conference 2016: Highlight Reel - Day 2TechServe Alliance Conference 2016: Highlight Reel - Day 2
TechServe Alliance Conference 2016: Highlight Reel - Day 2
 

Más de Neil Beyersdorf - MSES | CLSSMBB | Prosci OCM

Más de Neil Beyersdorf - MSES | CLSSMBB | Prosci OCM (20)

Certificate of Completion Emotional Intelligence for Project Managers LinkedI...
Certificate of Completion Emotional Intelligence for Project Managers LinkedI...Certificate of Completion Emotional Intelligence for Project Managers LinkedI...
Certificate of Completion Emotional Intelligence for Project Managers LinkedI...
 
Certificate of Completion Operational Excellence Foundations LinkedIn Learning
Certificate of Completion Operational Excellence Foundations LinkedIn LearningCertificate of Completion Operational Excellence Foundations LinkedIn Learning
Certificate of Completion Operational Excellence Foundations LinkedIn Learning
 
Letter of Recommendation from Naval Special Warfare Command Force Programs Of...
Letter of Recommendation from Naval Special Warfare Command Force Programs Of...Letter of Recommendation from Naval Special Warfare Command Force Programs Of...
Letter of Recommendation from Naval Special Warfare Command Force Programs Of...
 
Basic and Advanced SharePoint Training
Basic and Advanced SharePoint TrainingBasic and Advanced SharePoint Training
Basic and Advanced SharePoint Training
 
Business Excellence through Knowledge Management
Business Excellence through Knowledge ManagementBusiness Excellence through Knowledge Management
Business Excellence through Knowledge Management
 
Six Sigma Black Belt Certification
Six Sigma Black Belt CertificationSix Sigma Black Belt Certification
Six Sigma Black Belt Certification
 
Prosci Change Management Practitioner
Prosci Change Management PractitionerProsci Change Management Practitioner
Prosci Change Management Practitioner
 
Lean Six Sigma Master Black Belt Certification
Lean Six Sigma Master Black Belt CertificationLean Six Sigma Master Black Belt Certification
Lean Six Sigma Master Black Belt Certification
 
RPI MSES 2004
RPI MSES 2004RPI MSES 2004
RPI MSES 2004
 
A Collection of Quotes from Simon Sinek
A Collection of Quotes from Simon SinekA Collection of Quotes from Simon Sinek
A Collection of Quotes from Simon Sinek
 
Start with the Golden Circle - How Great Leaders Inspire Action
Start with the Golden Circle - How Great Leaders Inspire ActionStart with the Golden Circle - How Great Leaders Inspire Action
Start with the Golden Circle - How Great Leaders Inspire Action
 
Collection of Quotes from Patrick Lencioni
Collection of Quotes from Patrick LencioniCollection of Quotes from Patrick Lencioni
Collection of Quotes from Patrick Lencioni
 
Patrick Lencioni’s Five Team Dysfunctions
Patrick Lencioni’s Five Team DysfunctionsPatrick Lencioni’s Five Team Dysfunctions
Patrick Lencioni’s Five Team Dysfunctions
 
How We Learn and How Much We Remember
How We Learn and How Much We RememberHow We Learn and How Much We Remember
How We Learn and How Much We Remember
 
DMAIC & ADKAR Homogeneity
DMAIC & ADKAR HomogeneityDMAIC & ADKAR Homogeneity
DMAIC & ADKAR Homogeneity
 
A Collection of Quotes from Lee Iacocca
A Collection of Quotes from Lee IacoccaA Collection of Quotes from Lee Iacocca
A Collection of Quotes from Lee Iacocca
 
Supplier Customer Transaction Inspection
Supplier Customer Transaction InspectionSupplier Customer Transaction Inspection
Supplier Customer Transaction Inspection
 
Journey to Excellence
Journey to ExcellenceJourney to Excellence
Journey to Excellence
 
A Collection of Quotes from Warren G. Bennis
A Collection of Quotes from Warren G. BennisA Collection of Quotes from Warren G. Bennis
A Collection of Quotes from Warren G. Bennis
 
A Collection of Quotes from Peter F. Drucker
A Collection of Quotes from Peter F. DruckerA Collection of Quotes from Peter F. Drucker
A Collection of Quotes from Peter F. Drucker
 

Último

Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesMassimo Canducci
 
Management 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing TeamsManagement 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing Teamsshakkardaddy
 
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxChoosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxMadan Karki
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project ManagementCIToolkit
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Nagarjuna Reddy Aturi
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsHannah Smith
 
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfOperations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfcoolsnoopy1
 
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Giuseppe De Simone
 
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...dsnow9802
 
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...Conny Dethloff
 
Management 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic ManagementManagement 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic Managementshakkardaddy
 
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONHOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONsivani14565220
 
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...CIToolkit
 
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsThe Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsCIToolkit
 
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingShaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingGiuseppe De Simone
 
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsFrom Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsCIToolkit
 
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionHow-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionCIToolkit
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
 

Último (20)

Adapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-MakingAdapting to Change: Using PEST Analysis for Better Decision-Making
Adapting to Change: Using PEST Analysis for Better Decision-Making
 
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsMind Mapping: A Visual Approach to Organize Ideas and Thoughts
Mind Mapping: A Visual Approach to Organize Ideas and Thoughts
 
How Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human ResourcesHow Technologies will change the relationship with Human Resources
How Technologies will change the relationship with Human Resources
 
Management 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing TeamsManagement 11th Edition - Chapter 13 - Managing Teams
Management 11th Edition - Chapter 13 - Managing Teams
 
Choosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptxChoosing the best strategy qspm matrix.pptx
Choosing the best strategy qspm matrix.pptx
 
The Final Activity in Project Management
The Final Activity in Project ManagementThe Final Activity in Project Management
The Final Activity in Project Management
 
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
Advancing Enterprise Risk Management Practices- A Strategic Framework by Naga...
 
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic TraitsDigital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
Digital PR Summit - Leadership Lessons: Myths, Mistakes, & Toxic Traits
 
Operations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdfOperations Management -- Sustainability and Supply Chain Management.pdf
Operations Management -- Sustainability and Supply Chain Management.pdf
 
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
Effective learning in the Age of Hybrid Work - Agile Saturday Tallinn 2024
 
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
Hajra Karrim: Transformative Leadership Driving Innovation and Efficiency in ...
 
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
Better SAFe than sorry - Why scaled agile frameworks do not necessarily impro...
 
Management 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic ManagementManagement 11th Edition - Chapter 9 - Strategic Management
Management 11th Edition - Chapter 9 - Strategic Management
 
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATIONHOTEL MANAGEMENT SYSTEM PPT PRESENTATION
HOTEL MANAGEMENT SYSTEM PPT PRESENTATION
 
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
 
The Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data SetsThe Role of Box Plots in Comparing Multiple Data Sets
The Role of Box Plots in Comparing Multiple Data Sets
 
Shaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful ThinkingShaping Organizational Culture Beyond Wishful Thinking
Shaping Organizational Culture Beyond Wishful Thinking
 
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsFrom Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
From Goals to Actions: Uncovering the Key Components of Improvement Roadmaps
 
How-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem ResolutionHow-How Diagram: A Practical Approach to Problem Resolution
How-How Diagram: A Practical Approach to Problem Resolution
 
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentFrom Red to Green: Enhancing Decision-Making with Traffic Light Assessment
From Red to Green: Enhancing Decision-Making with Traffic Light Assessment
 

A Collection of Quotes from Taiichi Ohno

  • 1. Reference: azquotes.com A Collection of Quotes from Taiichi Ohno
  • 2. Reference: Wikipedia Taiichi Ohno was a Japanese industrial engineer and businessman. He is considered to be the father of the Toyota Production System, which became Lean Manufacturing in the U.S. He devised the seven wastes as part of this system. Born: February 29, 1912, Dalian, China Died: May 28, 1990, Toyota, Aichi Prefecture, Japan Books: Toyota Production System: Beyond Large- Scale Production, Just-in-time for Today and Tomorrow, Taiichi Ohno's Workplace Management, Workplace Management Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 3. “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.“ - Taiichi OhnoInfographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 4. “Why not make the work easier and more interesting so that people do not have to sweat? 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’.“ - Taiichi OhnoInfographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 5. Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/ “Standards should not be forced down from above but rather set by the production workers themselves.“ - Taiichi Ohno
  • 6. Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/ “Don't look with your eyes, look with your feet. Don't think with you head, think with your hands.“ - Taiichi Ohno
  • 7. “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.“ - Taiichi OhnoInfographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 8. “People who can't understand numbers are useless. The gemba where numbers are not visible is also bad. However, people who only look at the numbers are the worst of all.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 9. “When you go out into the workplace, you should be looking for things that you can do for your people there. You’ve got no business in the workplace if you’re just there to be there. You’ve got to be looking for changes you can make for the benefit of the people who are working there.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 10. “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.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 11. “If you are going to do kaizen continuously you've got to assume that things are a mess. Too many people just assume that things are all right the way they are. Aren't you guys convinced that the way you're doing things is the right way? That's no way to get anything done. Kaizen is about changing the way things are. If you assume that things are all right the way they are, you can't do kaizen. So change something!“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 12. “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.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 13. Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/ “Costs do not exist to be calculated. Costs exist to be reduced.“ - Taiichi Ohno
  • 14. Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/ “Where there is no Standard there can be no Kaizen.“ - Taiichi Ohno
  • 15. Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/ “The more inventory a company has, the less likely they will have what they need.“ - Taiichi Ohno
  • 16. “The only place that work and motion are the same thing is the zoo where people pay to see the animals move around.“ - Taiichi OhnoInfographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 17. “And we are reducing the time line by reducing the non-value adding wastes.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 18. “We are doomed to failure without a daily destruction of our various preconceptions.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 19. “Data is of course important in manufacturing, but I place the greatest emphasis on facts.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 20. “My first move as the manager of the machine shop was to introduce standardized work.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 21. “Standards should not be forced down from above but rather set by the production workers themselves.“ - Taiichi Ohno Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/
  • 22. Infographic published by Neil Beyersdorf linkedin.com/in/neilbeyersdorf/ “Ask 'why' five times about every matter.“ - Taiichi Ohno