We finally have in hand one copy of Taiichi Ohno's Workplace Management. The proof looks fine so the gluing of the binding to the insides is ongoing for the rest of the lot. We are standing by to ship them out as soon as we receive them.

Here is some of what you will find on the back cover:

Endorsements

“This book brings to us Taiichi Ohno's philosophy of workplace management – the thinking behind the Toyota Production System. I personally get a thrill down my spine to read these thoughts in Ohno's own words. My favorite part is his discussion of the misconceptions hidden within common sense and how management needs a revolution of awareness.”

- Dr. Jeffrey Liker, Director, Japan Technology Management Program, University of Michigan and Author, The Toyota Way

"While no one person invented lean, no one is given more credit than Taiichi Ohno. Access to his true thoughts and ideas are rare, and this book is the best and most useful of Ohno's work. Many lean students would want nothing more than to spend a day with Taiichi Ohno walking through their plant. This book is the closest thing we have left to that experience. Jon Miller has done a diligent job not just in translation but ensuring that the true meaning comes through in a readable fashion. You truly feel as if you are in conversation with the father of the Toyota Production System. While this book won't paint a clear picture of what to do next on your lean journey, it should be required reading for any serious student of the subject."

- Jamie Flinchbaugh, Co-authorThe Hitchhiker's Guide to Lean: Lessons from the Road

“This book and its translation provide the reader a wonderful opportunity to learn directly from the master architect of the Toyota Production System. One is able to hear, in his own words, the principles that have evolved into the most successful management method ever developed. Today, these lessons are being applied in many industries including health care in addition to their long term application in manufacturing. This book enables the reader to get inside Taiichi Ohno's thinking as he makes concepts such as Kanban, The Supermarket System and Just in Time come alive in ways that can be easily understood. This book will help me, as a senior executive in health care, better implement our management method, the Virginia Mason Production System.”

- Gary S. Kaplan, MD, Chairman and CEO, Virginia Mason Medical Center

And inside the book, you will find the following contents.

Publisher's Foreword

Preface by Taiichi Ohno

• Chapter 1: The Wise Mend Their Ways

• Chapter 2: If You Are Wrong, Admit It

• Chapter 3: Misconceptions Reduce Efficiency

• Chapter 4: Go See What Failed with Your Own Eyes

• Chapter 5: Misconceptions Hidden within Common Sense

• Chapter 6: The Blind Spot in Cost Calculation

• Chapter 7: Don’t Fear Opportunity Losses

• Chapter 8: Limited Volume Production is to Produce at Low Cost

• Chapter 9: Reduced Inventory, Increased Work in Process

• Chapter 10: The Misconception that Mass Production is Cheaper

• Chapter 11: Wasted Motion is Not Work

• Chapter 12: Agricultural People Like Inventory

• Chapter 13: Improve Productivity Even with Reduced Volumes

• Chapter 14: Do Kaizen When Times Are Good

• Chapter 15: Just In Time

• Chapter 16: Old Man Sakichi Toyoda’s Jidoka Idea

• Chapter 17: The Goal was Ten-fold Higher Productivity

• Chapter 18: The Supermarket System

• Chapter 19: Toyota Made the Kanban System Possible

• Chapter 20: What I Learned About Forging Changeover from Toyota do Brasil

• Chapter 21: Rationalization is Doing what is Rational

• Chapter 22: Shut the Machines Off!

• Chapter 23: How to Produce at a Lower Cost

• Chapter 24: Fight the Robot Fad

• Chapter 25: Work is a Game of Wits with Subordinates

• Chapter 26: There Are No Supervisors at the Administrative Gemba

• Chapter 27: We Can Still Do a Lot More Kaizen

• Chapter 28: Your wits Don’t Work Until You Feel the Squeeze

• Chapter 29: Become a Reliable Boss

• Chapter 30: Seiri Seiton Seiso Seiketsu Shitsuke

• Chapter 31: There is a Correct Sequence to Kaizen

• Chapter 32: Operational Availability vs. Rate of Operation

• Chapter 33: The Difference Between Production Engineering and Manufacturing Engineering

• Chapter 34: The Pitfall of Cost Calculation

• Chapter 35: The Monaka System

• Chapter 36: Only the Gemba Can Do Cost Reduction

• Chapter 37: Follow the Rules That Were Made

• Chapter 38: The Standard Time Should be the Shortest Time

Afterword

About the Author

Index

Click here to purchase.