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We are doomed to failure without a daily destruction of our various preconceptions.

Taiichi Ohno

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Taiichi Ohno
Age: 77 †
Born: 1912
Born: January 1
Died: 1990
Died: January 1
Businessperson
Industrial Engineer
Inventor
Ōno Taiichi
Doomed
Daily
Various
Destruction
Failure
Without
Preconceptions

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Ask 'why' five times about every matter.
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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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Standards should not be forced down from above but rather set by the production workers themselves.
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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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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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No goal, regardless of how small can be achieved without adequate training.
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And we are reducing the time line by reducing the non-value-added wastes.
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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 Even last month's manual should be out of date
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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.
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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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Without standards, there can be no improvement.
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Having no problems is the biggest problem of all.
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Costs do not exist to be calculated. Costs exist to be reduced.
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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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Progress cannot be generated when we are satisfied with existing situations.
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