This is very intriguing video. Very interesting how one can draw from various life experiences to establish a formidable company or production system for that matter.

This video shows changing the traditional ways of working,introducing continues improving and full participation of each member across the organization makes the difference to reach new standards

It is so important to raise the value of every worker! This will ensure active cooperation that is needed to implement a new system like this.

This concept all started from a wooden weaver which evolved into what we know as TPS today. Even though 21st century technology continues to evolve, these concepts are the manufacturing foundation for future generations to come.

At long last clear explanation of TPS. Great!

an amazing example of perseverance, culture shift and continuous improvement to maximize talent, reduce waste and improve production efficiency

A good historical review of the Toyota Production System (TPS) which includes the Intelligent Automation and Just In Time Manufacturing. TPS has become a standard for modern day auto manufacturing as a way of putting the human element into automation. This maximizes production while eliminating waste and preventing defective work.

While working in distribution, I can think of various manufacturers that are so focused on "Going Green" when they should be focused on becoming Lean. When you build quality assurance into every process, you can avoid producing a defect-which can hurt customer brand loyalty. Interesting how manufacturers will allow defects to just to fulfill orders.

This video shows how important it is to keep looking for efficiencies in process and how it can be applied to completely different industries.

Its really interesting how Toyoda was able to implement mistake proofing at such a high level with his looms before he even started making cars.

Toyota Production System is a process that is easily repeatable by workers, intelligent in it's design and logical while illustrating a sense of artistry and out of the box thinking.

I didn't know that the Loom was the defining trigger that imspired Toyoda to think about jidoka and continuos improvement. Very simple thought that changed the world.

It is interesting how it all started and how it continues today. Whether you are at a major global company or a family owned company, continuous process improvement can always provide benefits towards efficiency.

Enjoyed watching how we can make processes better.

The Kanban system is still the most innovative way to JIT production, it can be used in most industries and businesses to reduce or eliminate waste.

Great way to get an idea of how to improve a process

Excellent video!!!. Just is missing the great contributions to the TPS of the DR. Shigeo Shingo. Creator of SMED, Poka Yoke and others systems that support the Toyota Production System.

Excellent video better than other video on TPS we are familiar.

Incredible story if we think on how it all started and then evolved up to nowadays. The original basic concept of improving a simple process and preventing from any opportunity of creating waste continues to evolve not only in the manufacturing industry, but in any modern business activity that want to grow and “survive”…

Good to know how continuous improvement started and evolved over many years.

Interesting evolution and the use of Jidoka

Very interesting to learn about how TPS came to be and how it evolved.

Very interesting to see how stream line manufacturing can be, even back then with their limited technology.

This was interesting to watch.

Very interesting to see how they built in fail-safes and prevented defective product from being produced.

It is interesting that TPS originated from automated looms that stopped automatically if any issue occurs leading to great 1st time Quality

please does anyone have a copy and can share this video with this image quality ?

10th. Interesting info on the TPS line.

Anyone from svp .?

any cmrites?

What seems like common sense that all mfrs should practice was not adopted by US mfrs due in part to 'not invented here syndrome' (…the principles were pitched to them 1st, but they were fat cats that owned the US auto market, so why change) and the real lack of necessity. The Japanese mfrs like Toyota were forced to be efficient to compete and could not rely on repeat customers due to built in brand loyalty. The Japanese mfrs embody a Yankee approach of waste nothing (time, materials or their customer's input & ideas).

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