Taiichi Ohno

Figure 8.1 Lanza Del Vasto (left) and Taiichi Ohno (right) value is what is desirable to customers, i.e. to man s judgment .

The wastes noted above are commonly referred to as non-valued-added activities, and are known to Lean practitioners as the Eight Wastes. Taiichi Ohno (co-developer of the Toyota Production System) suggests that these account for up to 95% of all costs in non-Lean manufacturing environments. These wastes are ... 

The primary objective of JIT, according to Taiichi Ohno (1988), is to make the time between customer order and cash collection as short as possible. 

The origin of the 5 Why process is attributed to Taiichi Ohno when he was employed at Toyota. He developed and promoted the practice of asking why five times to determine what caused a problem so that root causal factors can be identified and effective countermeasures can be implemented. The 5 Why process is applied in a large number of settings for a huge variety of problems. 

The Toyota Motor Company of Japan pioneered the Kanban technique in the 1980s. As part of Lean Manufacturing concepts Kanban was promoted as one of the primary tools of JIT concepts by both Taiichi Ohno (1988) and Shingo (1988). Inspired by this technique, American supermarkets in particular replenished shelves as they were emptied and thus reduced the number of storage spaces and inventory levels. With a varied degree of success outside Japan, Kanban has been applied to maintain an orderly flow of goods, materials and information throughout the entire operation. 

Named after Taiichi Ohno, an early innovator of the Toyota Production System, the technique is used to make deep observations of a process or scene with the goal of improving what you see (Wilson, 2011). This method differs from the others in that it is done by an individual, not a group or team. However, it is intended to enable an... 

C. Apply the Ohno Circle method, modified so that you stay at your observation point for only one hour, not the up to eight hours that Taiichi Ohno required The idea is to be there long enough to see everything. More specifically, look for underutilized resources (e.g., personnel, equipment, materials) excess motion of personnel unnecessary movement of parts or materials excessive parts or materials defects (e.g., production or constructed elements that do not seem to meet requirements) waiting because materials, information, or resources are not available where and when needed and safety and health hazards. While you are watching, also listen carefully as suggested in Chapter 7, because it will cause you to be even more focused. 

Seven wastes Taiichi Ohno s original catalog of the wastes commonly found in physical production. These are overproduction ahead of demand, waiting for the next processing stop, unnecessary transport of materials, overprocessing of parts due to poor tool and product design, inventories more than the absolute minimum, unnecessary movement by employees during the course of their work, and production of defective parts. 

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