Re-Translating Lean from Its Origin | Jun Nakamuro | LinkedIn

“The world first became aware of TPS (The Toyota Production System) when Taiichi Ohno published a book about his groundbreaking efforts at Toyota. It was published in Japan in 1978. The Japanese version of his book wasn’t translated into English until 1988. Since ten years had passed, this translation did not fully communicate the nuances of Ohno’s vision. ”

Sourced from LinkedIn

Michel Baudin‘s comments: I have also argued for recovering the nuances of TPS that have been lost in translation, whether these losses are due to incompetence or obfuscation, in the following posts:

In his article, Nakamuro bemoans the “decades of confusion” caused by our collective failure to translate Taiichi Ohno’s thoughts accurately. According to him, Ohno frequently called different ideas or methods by names that sound identical but are written differently, which strikes me as a poor communication strategy, if your goal actually is to make yourself understood.

Continue reading

Sorry, But Lean Is About Cost Reduction… | Rob van Stekelenborg | LinkedIn

“It seems to be popular these last years and more recently to explicitly state that Lean is not (only) about cost reduction or cost cutting. See the recent posts by Mark Graban or Matt Hrivnak. So let me be somewhat controversial in this post (which I think is allowed to spark the discussion) and drop a bombshell: I think Lean is about cost reduction.”

Sourced through from:

Michel Baudin‘s comments:

I know that much of the TPS literature is about “reducing costs,” but it never includes any discussion of money! Ohno is even quoted as saying “Costs are not there to be measured, but to be reduced.” On the face of it, it makes no sense, because cost is an accounting term intended to represent the monetary value of all the resources spent to achieve a result.

Continue reading

Waste audit form from Toyota Material Handling UK

Toyota Material Handling UK Muda audit formSee on Scoop.itlean manufacturing

Michel Baudin‘s insight:

This form is of interest because it comes from Toyota. Note that, in Toyota literature, to “add value” means physically changing the product. It is not used in the US Lean sense of something a customer is willing to pay for.

The labels for some of the waste categories are unusual. “Defects” is here labeled “Rework,” which seems to exclude the option that defective products are just scrapped.

This audit form has no checkboxes, but instead blocks of space to enter free text. It is even followed by an overall “Notes” section.

What this says is that the purpose of the form is to prompt teams to observe and record their findings. It is not about scoring areas or lines on any scale. It is to help improvement efforts, not benchmark against others.

See on