![\"Taiichi](\"https:\/\/www.larrylawhead.com\/articles\/wp-content\/uploads\/2016\/08\/Taiichi-Ohno-Seeing.jpeg\")
Taiichi Ohno<\/p><\/div>\n
He then walked away. Upon returning if the manager\u2019s list \u00a0of process improvements was not long enough, he would have them remain in their circle. At the end of the day, if they had not come up with a list he deemed sufficient, the manager would very likely\u00a0return to the same circle next day. There they would remain, until he was satisfied the list represented a good start.<\/p>\n
- \n
- Muda<\/em><\/a> – futility, uselessness; wastefulness.\n
- \n
- Avoided by asking if he customer would be happy to pay for the\u00a0item or service in question.<\/li>\n
- Inventory in manufacturing or seldom\u00a0used software features are two examples.<\/li>\n
- Any process that consumes more resources than needed, causing waste to occur.<\/li>\n<\/ul>\n<\/li>\n
- Mura<\/em><\/a> – unevenness; irregularity; lack of uniformity; non-uniformity; inequality.\n
- \n
- Avoided by Kaizen<\/a>\u00a0(small incremental process improvements) or just in time production.<\/li>\n<\/ul>\n<\/li>\n
- Muri<\/em><\/a> – unreasonableness; impossible; beyond one’s power; too difficult; by force; perforce; forcibly; compulsorily; excessiveness; immoderation.\n
- \n
- Avoided by standardized work.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n
Additional thoughts on Muda<\/h2>\n
Ohno\u00a0developed these seven ways organizations should use to identify Muda<\/em> (waste).<\/p>\n
- \n
- Delay, waiting or time spent in a queue with no value being added.<\/li>\n
- Producing more than you need.<\/li>\n
- Over processing or undertaking non-value added activity.<\/li>\n
- Transportation.<\/li>\n
- Unnecessary movement or motion.<\/li>\n
- Inventory.<\/li>\n
- Reduction of Defects.<\/li>\n<\/ol>\n
Learning to Think<\/h2>\n
This quote from\u00a0Taiichi Ohno\u00a0summarizes\u00a0much of what he believed, The Toyota style is not to create results by working hard. It is a system that says there is no limit to people\u2019s creativity. People don\u2019t go to Toyota to \u201cwork\u201d they go there to \u201cthink\u201d.\u00a0<\/em><\/p>\n
Passionate thinking gives birth to process improvements. Thinking\u00a0truly begins when we exercise the art of seeing.<\/p>\n
Additional Resources<\/h3>\n
- \n
- Scrum Inc (Scrum Lab) notes<\/a> on Muda.<\/li>\n
- Gemba Walks<\/a> – book by Jim Womack and John Shook<\/li>\n
- Learning to See<\/a> – article by\u00a0Jim Womack & Dan Jones<\/li>\n
- Quotes from\u00a0Taiichi Ohno<\/a><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"
Learning to See Taiichi Ohno is the Japanese industrial engineer who played a major role in pioneering the Toyota Production System. When training a new manager, legend has it he drew\u00a0a circle on the shop floor and have the manager stand in the circle. He was given the job to \u201csee\u201d. He then walked away.<\/p>\n
- Gemba Walks<\/a> – book by Jim Womack and John Shook<\/li>\n
- Scrum Inc (Scrum Lab) notes<\/a> on Muda.<\/li>\n
- Muri<\/em><\/a> – unreasonableness; impossible; beyond one’s power; too difficult; by force; perforce; forcibly; compulsorily; excessiveness; immoderation.\n
- Avoided by Kaizen<\/a>\u00a0(small incremental process improvements) or just in time production.<\/li>\n<\/ul>\n<\/li>\n