This book offers a rare and insightful perspective on the Toyota Production System (TPS), shaped by two decades of hands-on experience implementing TPS principles outside of Toyota. Drawing from the teachings of Hajime Oba—a renowned TPS expert and founder of the Toyota Supplier Support Center (TSSC)—the author distills lessons learned through direct collaboration and real-world application.
The author was fortunate to learn the Toyota Production System (TPS) directly from his father, Hajime Oba, a distinguished expert who devoted his career to Toyota Motor Corporation from 1970 to 2008. In 1992, Hajime Oba founded the Toyota Supplier Support Center (TSSC), a subsidiary dedicated to training external organizations in TPS principles. The author joined TSSC in 2002 and worked alongside his father until his passing in 2020, gaining firsthand experience in implementing TPS outside of Toyota for nearly two decades. This book reflects the lessons learned from that journey.
At the heart of the book is a distinctive approach to the Genba—the “actual place” where value is created. Rather than emphasizing TPS jargon, tools, or surface-level concepts, the book introduces a foundational structure rooted in standardized work. This structure, composed of Points, Lines, Areas, Mechanisms, and Systems, provides a practical lens for analyzing and improving operations. Readers are guided to recognize how TPS concepts are embedded within this structure and how meaningful insights emerge only through direct engagement at the Genba.
The book also explores the nuanced role of language in TPS, particularly the careful use of Japanese terminology. Through examples drawn from Toyota’s practices and the Japanese language’s symbolic depth, the book reveals how clarity and understanding are achieved through experimentation and Genba-based communication—rather than abstract definitions.
A central theme throughout is the importance of “standardized work-making,” a principle that Taiichi Ohno described as the foundation of TPS. The book highlights how Hajime Oba’s lifelong refinement of this practice contributed to the evolution of TPS itself, emphasizing the value of mastering the basics before advancing to more complex systems.
Structured in two parts, the book first identifies the basic Genba structures that underpin effective standardized work. The second part examines the thinking behind these structures, including the four rules articulated by Dr. Steven Spear and Dr. H. Kent Bowen, which promote respect for people, continuous improvement (Kaizen), and effective management (Kanri).
By combining deep technical insight with practical application, this book serves as both a guide for practitioners and a resource for educators. It invites readers to move beyond surface-level understanding and engage with TPS as a living system—one that thrives on clarity, structure, and human-centered leadership.