Mini BIO: Taiichi Ohno, one of the fathers of the Toyota Production System
- Nicolás Rueda
- Jul 11, 2025
- 13 min read
Taiichi Ohno was a visionary Japanese engineer and entrepreneur. He is recognized as the father of the Toyota Product System (TPS).
He devised the concept of the seven wastes. He also created just-in-time (JIT) manufacturing, Kanban, based on the replenishment of products in supermarkets, takt time, and the Ohno circle.
First steps
Taiichi Ohno was born in 1912 in Dalian, China, a city then part of Manchuria. Located in northeast China, it was a major city and port experiencing the changes inherent to a country in transition, due to the overthrow of the Qing dynasty and the emergence of a republic with Sun Yat-sen as its first provisional president.
That same year, crossing the ocean to the north of the Americas, Henry Ford implemented an innovative production system for the time. It was capable of building a car in four days, from the iron ore extracted from the earth to the finished product. Based on cost reduction through mass production, it sparked a world-class revolution in the automotive manufacturing industry. However, this system would struggle to gain traction in countries with small markets, such as Japan.
Before returning to Japan, in 1932, Ohno graduated from Nagoya Higher Technical School with a degree in Engineering and began working at the Toyoda Automatic Loom Works Ltd. spinning and weaving factory until its closure in 1942.
Since 1937, Taiichi began researching and developing pioneer W. Edwards Deming's quality control method, based on continuous improvement at every stage of the business, from design to after-sales. He was also influenced by Henry Ford's book "Today and Tomorrow." Ford's presses were designed to produce a single product, with low flexibility, and the machine remained idle for long periods of time. Furthermore, the large number of machines required reduced the available floor space. Taiichi was convinced he could replicate and even improve on the American engineer's work.
“Moving around a lot doesn't mean working. Working is keeping the process moving forward and completing a task. In real work, there is little waste and only high efficiency. Managers and leaders should strive to transform mere movement (ugoki) into work (hataraki).”
Professional career
At the end of the Second World War, He joined Toyota Motor Company, which had already become an automotive company, to restart truck and car manufacturing. Ohno was demanding and arbitrary. His personality was relentless; he didn't take no for an answer; he was optimistic and demanded the maximum from both his own staff and suppliers.
In 1946, he was promoted to machine shop manager. He made changes to the layout of the sector, introducing machines on parallel L-shaped lines and establishing multi-skilled operators. The results of these practices would later give rise to the production system that later became known as the Toyota Production System (TPS).
Between 1940 and 1950, Toyota was on the verge of bankruptcy. During much of this period, it could not afford large investments in new equipment or large inventories. The contribution of Shigeo Shingo, a Japanese engineer and colleague of Ohno's, utilized a process-centered approach (from customer order to finished product) and taught how to optimize operations (production lines and machinery) to become more efficient. He was instrumental in perfecting Taiichi's efforts, giving rise to an Integrated Manufacturing strategy.
In 1948, together with Eiji Toyoda, he began working on ideas to increase productivity and reduce resource waste. This gave rise to the concept of Just-in-Time (JIT) production, created by Toyota founder Sakichi Toyoda and his son Kiichiro Toyoda. They believed that the best way to assemble parts for products was to obtain them "just in time." Toyoda first implemented this practice during the production of automatic looms.
Context on “The Toyota Way”
Taiichi Ohno is considered the co-creator, along with Sakichi Toyoda and Kiichiro Toyoda, of the Toyota Production System (TPS). The use of the Just In Time (JIT) methodology in the Toyota Production System allowed for the production of vehicles to be made to order, at low cost, and with a high level of quality in terms of assembly and construction. The system required that parts arrive at the assembly line only at the time of installation, which reduced both the need for storage and the size and profitability of factories, thus reducing the necessary investment in plant size and warehouses.
Ohno was an architect of TPS and JIT, but he understood that internal modifications and implementations alone were not enough. Harmony was required throughout the entire supply chain. Therefore, he began training and advising Toyota's suppliers in TPS, which led to the development of the Toyota Autonomous Study Group and, eventually, the TSSC.
TPS considers the time from when a customer places an order until the transaction impacts the company's account. Based on this approach, Taiichi Ohno conducted a search aimed at identifying and reducing the time spent on non-value-generating activities.
Thanks to Ohno's contributions, entrepreneurs Sakichi Toyoda and Kiichiro Toyoda jointly created the Toyota Production System (TPS). Based on the integration of concepts, the TPS would double or even triple the productivity of the Fordist system:
Heijunka : In English: “Smoothing” refers to “production leveling.” A technique applied to assembly line production scheduling to facilitate Just-in-Time (JIT) production, its purpose is to find and maintain average production volumes to smooth out production across all production lines and their supply chains, including suppliers, over a period of time. Heijunka impacts production sequencing. For example, if a factory’s ordering system sent batches of high-specification models to its assembly line simultaneously, workers would have to manage numerous complex construction tasks that don’t exist on less-equipped vehicles. To address this, Toyota uses Heijunka by assembling a mix of models within each batch and ensuring that there is a stock of product proportional to the variability in demand. Furthermore, disruption to production flow is minimized by ensuring that components are sequenced to be available in the correct quantity and at the right time, while changeover periods for vital processes, such as die changes within steel presses, are kept as short as possible.
Just in Time : Manufacturing only what is needed, in the necessary quantity, and when it is needed; without wasting time or surplus materials. The concept of "Takt time" comes from the German word "Taktzeit," or "cycle time." It is a metric that defines the pace at which a company must produce to meet its customers' demand. It is a fundamental tool for adjusting the pace of production to available work time.
Takt time = Available production time / Customer demand.
In this way, it is possible to manufacture on demand or pull, guaranteeing a continuous flow.
Kanban : Factories are complex, busy places, and ensuring all work gets done can be difficult. This is where Kanban, or the signaling system, fits into the Toyota Production System.
Kanban is a card system that transmits information between processes and automatically orders parts as they become available. Each item or box that flows through the production process carries its own Kanban, which indicates the component, its quantity, and specifies necessary information about the part and its supply. Kanbans are used or transported and returned to previous processes as orders for additional items. Although literally translated as "signal," the method developed by Toyota has established itself as a clear, signal-based scheduling system that activates the production logistics chain and maintains it at an optimal level. Implemented between the automotive manufacturer and its suppliers, it enables just-in-time production by harmonizing inventory levels with actual consumption.
Kaizen : The philosophy of "continuous improvement" began in Japan in 1945 with the birth of JUSE (or the Japanese Union of Scientists and Engineers). Its starting point in 1949 was the foundation of the philosophy. A combination of the terms Kai (change) and Zen (improvement), it has its essence in the idea that everything can always be improved. This philosophy helps ensure maximum quality, eliminate waste, and improve efficiency in both equipment and work procedures. Kaizen improvements in standardized work help maximize productivity in every workplace. Standardized work involves following procedures consistently, allowing employees to identify problems early.
Within the Toyota Production System, Kaizen humanizes the workplace, empowering each member to identify areas for improvement and propose practical solutions. This solution-focused activity is often referred to as Kaizen Blitz, and it is each member's responsibility to adopt the improved standardized procedure and eliminate waste in the local environment. Kaizen begins in the early designs of a production line and continues throughout its lifecycle through a consensus process known as Nemawashi.
Jidoka : This technique was implemented in the early 1890s by Sakichi Toyoda, the founder of Toyota. The man who would later found the Toyota brand invented a loom that automatically stopped upon detecting broken threads, marking the origin of the Jidoka concept. Its refinement was later loosely translated as "automation with human intelligence," where machines detect their own inconsistencies or errors, halting production and alerting the supervisor of the error with an "Andon" signal. This process prevents the production of defective product series. It also frees operators from controlling the machines, allowing them to focus on tasks that allow them to develop their skill and judgment, rather than constantly monitoring each machine. The full implementation of Jidoka means that the process that generated the problem is subsequently evaluated to prevent it from occurring again.
Andon : The Andon is a device, often in the form of a board, that operates as a visual aid that points out the exact position of the flow line where the anomaly occurs so that action can be taken. It's a tool that complements Jidoka and involves identifying a problem as soon as it occurs in order to immediately counteract it and prevent it from recurring.
Activating the alert, usually via a lanyard or button, automatically halts production to find a solution. The warning lights are integrated into an easily visible signaling board (or Kanban), which also identifies the specific area or workstation where the problem is occurring. The frequency and nature of these occasional problems are analyzed as part of the continuous improvement (Kaizen) program.
The Toyota Production System focuses entirely on maximum efficiency and error-free processes. That's the idea behind Poka-yoke , which translates as "error-proofing." Poka-yoke is any part of a manufacturing process that helps an operator avoid (yokeru) errors (poka). The system features safety devices that automatically stop the line in the event of an error.
Its purpose is to eliminate defects by preventing, correcting, or flagging errors as they occur; for example, a jig that holds parts for processing could be modified so that they are only held in the correct position. In a broader sense, the term can refer to any constraint that shapes behavior, designed into a process to prevent incorrect operations by the user. Error prevention is part of the philosophy of continuous improvement or Kaizen.
Muda, Muri, Mura : Process intended to Eliminate waste. Muda , in Spanish, means "waste," and in management terms, it refers to a wide range of activities that do not add value. Waste includes unnecessary financing costs, storage costs, unusable inventory of old items, etc. Muda due to overproduction and inventory are the most common.
Toyota divides Muda into seven frequently wasted resources: 1) Transportation: a cost that does not add value to the product but increases the risk of a product being damaged, lost, or delayed; 2) Inventory: a capital outlay that, if not processed immediately, produces no revenue; 3) Motion: any damage inflicted through the production process, such as normal wear and tear on equipment, repetitive stress injuries, or unforeseen accidents; 4) Waiting: products not in transportation or processing; 5) Overprocessing: when more work is done than necessary or when tooling is more complex, precise, or expensive than necessary; 6) Overproduction: larger batches or more products than required; and 7) Defects: the loss involved in rectifying defective parts or products.
Muri , in English, means "Overload." It is related to the aforementioned "Takt Time." It is used to identify overload of equipment and personnel and is one of the fundamental principles of the Just-in-Time system, the cornerstone of the Toyota Production System. To avoid overload, production is distributed evenly across the assembly processes. It is the second of the three types of waste identified in the Toyota Production System and requires balancing the pace of manufacturing so that team members have enough time to achieve the appropriate quality of work. A reduced timeframe will be too onerous to achieve the objective, while allowing too much time is a waste of resources.
Mura It means irregularity or variability. Eliminating irregularities in the production process is one of the fundamental principles of the Just-in-Time system, the cornerstone of the Toyota Production System.
The third of the three types of waste mentioned in the Toyota Production System, identified and controlled through the application of Heijunka principles and Kanban devices, facilitates workflow by requiring members to operate multiple machines (known as "multi-process handling") within each process, and by predicting and preparing for times of high demand.
His Career
In 1949, Taiichi Ohno was promoted to plant manager of Machining Operations at the Koromo plant. With the outbreak of the Korean War, the United States decided to recycle its truck fleet in Southeast Asia and produce new models, choosing Toyota for the task.
His success as an assembly shop manager launched his career; he joined the Board of Directors of Toyota Motor Company in 1954. Two years later, he visited the United States for the first time.
During 1959, the Koromo plant was divided into two sectors: "Foundry and Forging" and "Manufacturing and Assembly." The latter was led by Taiichi, where a novel card-based technique was developed and implemented to control the manufacturing workflow through material movement and on-demand manufacturing. This method is still in use today and is known as "Kanban" (signal).
Kanban Implementation
The following year, the new Toyota Motomachi plant opened, where he was promoted to General Manager. There, he implemented Kanban in the machining, pressing, and assembly line shops, successfully improving productivity.
His success as general manager led him to the position of general manager of the plant in 1964, where he extended the Kanban technique to the foundry and forging sectors. It was at this point that his colleagues and managers learned to fear him, displaying his full personality in his eagerness to achieve the goals he set.
As we approach the 1970s, in the midst of the oil crisis and a time when global sales were plummeting, Toyota's low-cost, high-quality cars arrived in the United States. In the 1970s, Toyota consolidated its presence in the United States with models such as the Corona, Celica, and Corolla, which gained popularity due to their fuel efficiency, especially during the oil crisis. The Corona was a key model, with a version redesigned specifically for the US market and a more powerful engine. This coincided with Ohno's promotion to senior general manager. Starting in that year, the foundations of TPS were globalized, primarily through suppliers and customers.
Among other virtues, Taiichi fiercely resisted the increase in safety stock on its main assembly lines. At this time, Toyota didn't manufacture any car component unless strictly necessary, avoiding losses due to unnecessary inventory accumulation.
His talent was recognized with the Blue Ribbon Medal in 1973 by the Cabinet Office of Japan. The following year, he was honored with the Distinguished Service Award by the Ministry of Labor. Later, in 1975, would be named executive vice president of Toyota.
During the course of the year 1978, published his first book, "The Toyota Production System." At that time, educational institutions around the world began incorporating TPS and Lean manufacturing as a topic in their curricula.
In the early 1980s, he resigned from Toyota and was appointed senior manager, serving as an external consultant until 1982. He began his tenure as president of Toyota Gosei, a Toyota subsidiary and supplier. He spent the next decade improving his TPS system with Hitoshi Yamada's clients and personally certified it to continue his legacy.
In 1982, He received the Order of the Rising Sun, Golden Rays, awarded by the Cabinet Office of Japan. The following year, he published his second book, "Workplace Management." And, at the end of 1986, his third work was published under the name "Just in Time for Today and Tomorrow."
Ohno's books are characterized by little detail on the TPS system, but they feature clear and practical narrative, drawing on insights not only from his experience at Toyota but also from other companies such as the 7-Eleven chain. This is particularly interesting given the challenges that logistics in this type of business entails, even today.
Taiichi Ohno died on May 28, 1990, at the age of 78, of heart failure in Toyota City, Japan.
His main influences were:
Henry Ford
Shigeo Shingo
Eiji Toyoda
He had influence on:
Hitoshi Yamada
Norman Bodek
Kikuo Suzumura
Fujio-cho
Hajime Ohba
Nampachi Hayashi
Kosuke Ikebuchi
Akira Takenaka
Eliyahu Goldratt
Shingijutsu Global and Yoshiki Iwata
Shingijutsu United States and Chihiro Nakao
Operations Management Consulting Division (OMCD)
Toyota Autonomous Study Group
Lean Startup and Eric Ries
Toyota Production System Support Center (TSSC)
Taiichi Ohno's "Ten Precepts": Think and Act to Win
You're a cost. First, reduce waste.
First, say, "I can do this." And try it before anything else.
The workplace is a teacher. Only there will you find answers.
Do anything right away. Starting something right now is the only way to win.
Once you start something, persevere. Don't give up until you finish it.
Explain difficult things in an easy-to-understand way. Repeat what's easy to understand.
Waste is hidden. Don't hide it. Make the problems visible.
Worthless actions are equivalent to shortening life.
Improve what has been improved to continue improving.
Wisdom is given equally to all. The question is whether one can exercise it.
Published books
Key contributions
Introduced the TPS system: Implemented Just-in-Time (JIT) management, where materials and parts are supplied just in time for use in production, reducing inventory and waste.
He introduced the Kanban system, a visual signaling system that helps control the flow of materials in the factory and prevent overproduction.
He introduced the concept of the seven wastes (muda): He identified and described the seven wastes that can occur in production: overproduction, waiting, transportation, unnecessary processing, inventory, motion, and defects.
He introduced the five "whys" methodology: This approach helps identify the root cause of a problem. According to Taiichi, not having problems is the biggest problem. Under this premise, the problem is transformed into an opportunity for improvement. This methodology encouraged staff to explore problems firsthand until they found the root causes, observing the production floor without preconceived ideas.
Legacy
The power and magic of Lean Manufacturing lies in continually discovering the hidden opportunities that exist all around us. There will always be waste to eliminate. Of all the waste we can find, the most prevalent is the underutilization of people's talent and creative capacity. Remember that people have unlimited creative capacity, but we must challenge them, encourage them, respect them, and expect them to change. Continuous improvement must become your way of life.
Leaving a significant legacy in the fields of management, quality, and continuous improvement, which are still relevant today.
Without him, I doubt Toyota would have been as successful, and perhaps wouldn't have become the world's largest automobile manufacturer. His ideas and visions are still relevant in modern manufacturing. Creating a pull system and establishing a workflow remain one of the keys to efficient production. Many rightly consider him the father of the Toyota Production System.
The world owes a lot to Taiichi Ohno. He has shown us how to manufacture more efficiently, how to reduce costs, how to produce higher quality, and how to carefully examine how we, as human beings, work in a factory.
His ideas were developed and implemented in Japanese domestic automotive production. His success transcended borders and was adopted by other productive sectors, giving rise to "Lean Manufacturing" in the United States.
Ohno's philosophy sparked a significant global revolution in Supply Chain Management. The system is respected and studied in universities and companies around the world. Ohno's teachings gave rise to new concepts such as Industry 4.0 and smart cities, which continue to evolve today.
References
“The Machine That Changed The World”, James P. Womack.
“ Toyota Production System: Beyond Large-Scale Production ”, Taiichi Ohno.
“ Workplace Management ”, Taiichi Ohno.
“ Just-In-Time for Today and Tomorrow ”, Taiichi Ohno.
Authors:
Nicolas M. Rueda
Lucas R. García
