Taiichi Ohno quotes:

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.

Where there is no Standard there can be no Kaizen

Also, bad quality causes big disruptions in my river system.

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'.

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.

If you are going to do TPS you must do it all the way. You also need to change the way you think. You need to change how you look at things.

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 Even last month's manual should be out of date

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.

Ask 'why' five times about every matter.

Costs do not exist to be calculated. Costs exist to be reduced.

Data is of course important in manufacturing, but I place the greatest emphasis on facts.

Having no problems is the biggest problem of all.

Progress cannot be generated when we are satisfied with existing situations.

Standards should not be forced down from above but rather set by the production workers themselves.

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.

My first move as the manager of the machine shop was to introduce standardized work.

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

And we are reducing the time line by reducing the non-value-added wastes.

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.

If you are going to do kaizen continuouslyyou've got to assume that things are a mess. Too many people just assume that things are all right the way they are. Aren't you guys convinced that the way you're doing things is the right way? That's no way to get anything done. Kaizen is about changing the way things are. If you assume that things are all right the way they are, you can't do kaizen. So change something!

Make your workplace into showcase that can be understood by everyone at a glance. In terms of quality, it means to make the defects immediately apparent. In terms of quantity, it means that progress or delay, measured against the plan, and is made immediately apparent. When this is done, problems can be discovered immediately, and everyone can initiate improvement plans.

No goal, regardless of how small can be achieved without adequate training.

No one has more trouble than the person who claims to have no trouble

The more inventory a company has, the less likely they will have what they need.

The only place that work and motion are the same thing is the zoo where people pay to see the animals move around

Without standards, there can be no improvement.