LEADER 00000cam a2200661 i 4500 
003    OCoLC 
005    20240129213017.0 
006    m        d         
007    cr ||||||||||| 
008    200117r20191988nyu     ob    001 0 eng d 
015    GBC014642|2bnb 
016 7  019656619|2Uk 
020    9781000056488|q(electronic bk. : EPUB) 
020    1000056481|q(electronic bk. : EPUB) 
020    |qhardcover 
020    |qhardcover 
024 8  10.4324/9780429273018|2doi 
029 0  UKMGB|b019656619 
035    (OCoLC)1140155660 
037    9781000056488|bIngram Content Group 
040    UKMGB|beng|erda|cUKMGB|dOCLCO|dOCLCQ|dOCLCO|dOCLCL 
041 1  eng|hjpn 
049    INap 
082 04 629.2340685 
082 04 629.2340685|222 
099    eBook O'Reilly for Public Libraries 
100 1  Ōno, Taiichi,|d1912-1990,|eauthor.|1https://id.oclc.org/
       worldcat/entity/E39PBJvt9krRX3PYtdKfBQHQv3 
240 10 Toyota seisan hōshiki.|lEnglish 
245 10 Toyota production system :|bbeyond large-scale production 
       /|cTaiichi Ohno ; foreword by Norman Bodek.|h[O'Reilly 
       electronic resource] 
264  1 [New York] :|b[Productivity Press],|c[2019?] 
264  4 |c©1988 
300    1 online resource 
336    text|2rdacontent 
337    computer|2rdamedia 
338    online resource|2rdacarrier 
500    Originally published in print: 1988. 
500    Translation of: Toyota seisan hōshiki. 
504    Includes bibliographical references (pages 131-133) and 
       index. 
505 0  1. Starting from need -- The oil crisis opened our eyes --
       Slow growth is scary -- "Catch up with America" -- Just-in
       -time -- Using a common-sense idea -- Give the machine 
       intelligence -- The power of individual skill and teamwork
       -- Cost reduction is the goal -- The illusion of Japanese 
       industry -- Establishing a production flow -- Production 
       leveling -- In the beginning, there was need -- A 
       revolution in consciousness is indispensable -- 2. 
       Evolution of the Toyota production system -- Repeating why
       five times -- Complete analysis of waste -- My plant-first
       principle -- Writing the standard work sheet yourself -- 
       Teamwork is everything -- The skill of passing the baton -
       - An idea from the U.S. supermarket -- What is kanban? -- 
       Incorrect use causes problems -- The talent and courage to
       rethink what we call common sense -- Establishing the flow
       is the basic condition -- Use your authority to encourage 
       them -- Mountains should be low and valleys should be 
       shallow -- Challenge to production leveling -- Production 
       leveling and market diversification -- Kanban accelerates 
       improvements -- Carrying carts as kanban -- The elastic 
       nature of kanban -- 3. Further development -- An autonomic
       nervous system in the business organization -- Provide 
       necessary information when needed -- The Toyota-style 
       information system -- Fine adjustment -- Coping with 
       changes -- What is true economy? -- Re-examining the 
       wrongs of waste -- Generate excess capacity -- The 
       significance of understanding -- Utilizing the full work 
       system -- Do not make a false show -- Required numbers are
       all-important -- The tortoise and the hare -- Take good 
       care of old equipment -- Look straight at the reality -- 
       0.1 worker is still one worker -- Management by Ninjutsu -
       - In an art form, action is required -- Advocating profit-
       making industrial engineering -- Surviving the slow-growth
       economy -- 4. Genealogy of the Toyota production system --
       A global world around us -- Two extraordinary characters -
       - Learning from the unyielding spirit -- Toyotaism with a 
       scientific and rational nature -- Provide good equipment 
       even if the factory is simple -- Pursuit of a Japanese-
       style production technique -- Making products that have 
       value -- A chessplayer's view -- In search of something 
       Japanese -- Witnessing a dialectic evolution -- 5. The 
       true intention of the Ford system -- The Ford system and 
       the Toyota system -- Small lot sizes and quick setup -- 
       The foresight of Henry Ford -- Standards are something to 
       set up yourself -- Prevention is better than healing -- Is
       there a Ford after Ford? -- Inverse conception and 
       business spirit -- Getting away from quantity and speed --
       6. Surviving the low-growth period -- The system raised in
       the high-growth period -- Raising productivity during low 
       growth -- Learning from the flexibility of ancient people.
590    O'Reilly|bO'Reilly Online Learning: Academic/Public 
       Library Edition 
610 20 Toyota Jidōsha Kōgyō Kabushiki Kaisha. 
610 27 Toyota Jidōsha Kōgyō Kabushiki Kaisha|2fast 
610 27 Toyota-Jidōsha-Kōgyō-KK|2gnd 
650  0 Production control. 
650  0 Productiesystemen. 
650  0 Toyota. 
650  6 Production|xContrôle. 
650  7 Production control|2fast 
650  7 Fertigungssystem|2gnd 
650  7 Produktionssystem|2gnd 
650 17 Toyota.|2gtt 
650 17 Productiesystemen.|2gtt 
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
       learning.oreilly.com/library/view/~/9781000056488/?ar
       |zAvailable on O'Reilly for Public Libraries 
994    92|bJFN