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c1.1 famine, pandemics and war

c2. his thoughts about new york and money

c1.

chapter 1

c5.14 how hard was for him to leave Citi Bank

c5.10 his life at tokyo and how finally he resigns but the firm doesnt want to let him go

c1. explain his point of view of racism

c4.1 how he decided to go to Japan

c17. principle 14. learn your to the future through bold stratey. some large leaps and many small steps.
innovation strategy Tesla vs Toyota

c16. principle 13. focus the ilprovement energy of your people using aligned goals at all levels.

c4.6
his bonus and his new life as a grown up

principle 13

c4.3 king of traders and his first boss jb lost a lot of money
though times dont last, though people do

c15. principle 12. observe deeply and learn iteratively (PDCA) to meet each challenge
learning organization needs to be translated to employee behavior and implement scientific thinking through coaching and practicing
iteratively means break a problem into parts and solve them one by one

principle 12

c4.1-4.2
you make money when everybody is wrong about something and youre right
theres is always a balance. quen someone lost in the banking or monetary system, someone elsewhere win

chapter 14. principle 11. respect your value chain partners by challenging them and helping them improve
challenge suppliers and dealers
respect and fair and honorable relationships
value enterprise through the value chain

principle 11

c. 3.3-3.5
lost 8 millions betting a negative interest rate of switzerland
singapur travel

c13. principle 10: develop exceptional people and teams who follow your company's philosophy
the teams needs safety, if management plays games then all is lost
respect for people
toyota culture is based on growth mindset
toyota embrace servant leadership before it were fashionable
toyota standard structure is a group leader with team leaders and then team members
team leaders are key leading people in daily basis

c3.2 lending currencies and the interest rates

c12. PEOPLE. principle 9. grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.
toyota way 2001
personal humility
success to spread culture to other countries using master-apprentice methodology and working at the gamba hands-on with challenges and fedback
go to see and understand and learn
customer first always
understand customer selling cars including door to door in Japan

c11. principle 8. adopt and adapt: technology that supports your people and processes
simple, slim and flexible with the right balance of people and automatization
IoT could help with amplify kaizen but people are still viewed as masters of their works

2.7 and 2.8
how he became swiss dollar trader and get his first 12 million dollars

c10. principle 7: use visual contorl to support people in decision-making and problem solving.
5s: sort, straigh, shine, standariza, sustain - create a visual workplace - lean operations
visual control should make it clear what the standard is and what is not
OBEYA -project management
computer systems must provide visual control

c9. principle 6. build a culture of stopping to identify out of standard conditions and starting to builf quality

one rope to stop the entire line when a person identify low quality in a station and fix problem
poka yoke - quality easy to follow standards
hear your client voice from design to deliver products
devops has part of quality culture of toyota

c 2.5 & c 2.6
cya - cover your ass
a senior manager leaves the trading floor to vegin his own journey

c8. Principle 5. work to establish standarized processes as the foundation for continuous improvement.
McDonalds, Starbucks and Toyota are great examples of standarized benefits
Focus on efficiency to design the best way to do the job
Henry Ford saw the standarized work as the best way to work meamwhile you find the perfect way
Job instruction trainning must focus on key points in tiny steps

c2.4 how spengler make millions of dollars with loans of us for days during lehman crisis

c7. principle 4. level out the workload like the tortoise, not the hare (heijunka)
level out including sales
lean flow requires eliminate 3ms: mooda (waste) mora (univiness) and mori (overburnt) at the same time
heijunka requires systems thinking