Basic

Basic.

Two words in Taiichi Ohno’s Toyota Production System are translated as “basics.”

One is “Kihon 【基本】,” and the other is “Kiso 【基礎】.”

Both words start with the symbol "Ki" 【基】, which represents the fundamentals or foundation. Therefore, the differences lie in the second symbol. This indicates the smallest composite unit.

The second symbol of Kihon is Hon 【本】. Usually, this means a book. However, this symbol originates from a tree and emphasizes its root. From this, the symbol represents the ideas of the beginning, the center, and what we learn from it. There is a well-known Japanese phrase called “Shu-Ha-Ri.” This phrase concludes with “do not forget the Hon,” which should symbolize essential spirits.

The second symbol of Kiso is So 【礎】. This symbol signifies a foundation. In Japan, it is read as “Ishizue,” which means to lay stones for building a foundation. From this origin, the symbol represents the foundation of things.

So, “Kihon” represents the basic essence, while “Kiso” means the basic foundation.

Taiichi Ohno used “Kihon” in the following way.

“My foundation of 35 years in the Toyota Production System-making began with the 'Kihon' of production genba, which is the standardized work-making. My starting point of Genba-ism also comes from there.”

The English version did not fully capture what was written and summarized as follows;

“My experience during that period laid the foundation for my 35 years of work on the Toyota production system. It was also the origin of my plant-first principle.”

Ohno, Taiichi. Toyota Production System: Beyond Large-Scale Production (p. 21). (Function). Kindle Edition.

Interestingly, Ohno referred to “Standardized work-making” and “Toyota Production System-making.” He added “Dukuri” to those two concepts—standardized work and the Toyota Production System.

Now, “Kiso” is used as follows.

“Establishing the Flow Is the Basic Condition.”

Note that the subject of the above phrase is the Kanban system, not the Toyota Production System.

Therefore, I understood it as follows;

The basic essence of the Toyota Production System is Standardized work—or Standardized work-making.

The basic foundation of the Kanban system is the flow.

It is important to recognize that Ohno integrated “Dukuri” into the standardized work and the Toyota Production System. The Japanese add “Dukuri” to things they create with passion, care, and attention to detail. I also want to emphasize that the term “Dukuri” suggests this is not a one-time event, but rather a continuous journey toward excellence. Notably, Ohno was upset with the standardized work that lacked Kaizen for two weeks. Some other terms Toyota uses with similar concepts are “Mono-dukuri is Hito-dukuri,” which means “manufacturing is about human development.” If I integrate the two, this will become the following;

The basic of manufacturing (Mono-Dukuri) is Standardized work-making.

Standardized work-making should lead to Toyota Production System-making.

Toyota Production System-making requires human development (Hito-Dukuri).

Such activity with that mentality is what Ohno described as “Basic essence” and the starting point of the Toyota Production System.

Many places try to implement flow or Kanban without standardized work, or they consider standardized work, but once the format filling is complete, they move on. This is not what we mean by standardized work-making.

What I'm not saying is that we should “perfect” the standardized work, then focus on flow or Kanban. At least, we need a condition that ensures we respect the standardized work and follow it consistently. And then we need to go quickly to flow; otherwise, standardized work itself loses the momentum to improve. After all, “standardized work-making” is a never-ending journey.