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Ohno Taiichi (大野耐一, Ōno Taiichi, February 29, 1912 – May 28, 1990) was a Japanese industrial engineer and businessman. He is considered to be the father of the Toyota Production System , which inspired Lean Manufacturing in the U.S. [ 1 ] [ 2 ] He devised the seven wastes (or muda in Japanese) as part of this system.
Taiichi Ohno, "father" of the Toyota Production System, originally identified seven forms of muda or waste: [6] Seven types of waste identified in lean manufacturing A mnemonic may be useful for remembering the categories of waste, such as TIM WOOD or TIM WOODS (with the S referring to Skills).
Taiichi (written: 泰一 or 耐一) is a masculine Japanese given name. Notable people with the name include: Notable people with the name include: Taiichi Ohno ( 大野 耐一 ) (1912–1990), Japanese businessman
Saori Sarina Ohno, Japanese pianist raised in Germany; Satoshi Ohno member of the Japanese idol group Arashi; Shinobu Ohno, Japanese footballer; Susumu Ohno, American geneticist; Taiichi Ohno, Toyota executive; Yoshinori Ohno, Japanese politician; Yuji Ohno, Japanese jazz musician; Yukari Ohno (大野 ゆかり, born 1975), Japanese ice hockey ...
Kanban (Japanese: 看板 meaning signboard) is a scheduling system for lean manufacturing (also called just-in-time manufacturing, abbreviated JIT). [2] Taiichi Ohno, an industrial engineer at Toyota, developed kanban to improve manufacturing efficiency. [3] The system takes its name from the cards that track production within a factory.
Taiichi Ohno, creator of the Toyota Production System is credited, perhaps apocryphally, with taking new graduates to the shop floor and drawing a chalk circle on the floor. The graduate would be told to stand in the circle, observe and note what he saw.
The final week of the NFL regular season is here. Nearly four months after the Chiefs and Ravens played a thrilling opening game, we're just over a week away from the start of the postseason.. The ...
Toyota executive Taiichi Ohno developed the gemba walk as a way for staff to stand back from day-to-day tasks and walk the floor of their workplace to identify wasteful activities. [7] The objective of gemba walk is to understand the value stream and its problems rather than review results or make superficial comments. [ 8 ]