Suche senden
Hochladen
Toyota Kata: Developing Lean Management Skills Through Scientific Thinking Patterns
•
13 gefällt mir
•
2,539 views
Durch KI verbesserter Titel
CLT Valuebased Services
Folgen
By Mike Rother May 2015
Weniger lesen
Mehr lesen
Business
Melden
Teilen
Melden
Teilen
1 von 61
Empfohlen
" Gemba walk for Lean Leaders. ; by Zeeshan Syed LSSGB "
" Gemba walk for Lean Leaders. ; by Zeeshan Syed LSSGB "
Zeeshan Syed
How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0
Mike Rother
The Wrong Kata
The Wrong Kata
Mike Rother
Starter Kata for Coaching
Starter Kata for Coaching
Mike Rother
Turning Value Stream Maps into Reality
Turning Value Stream Maps into Reality
Mike Rother
Introduction to the Improvement Kata
Introduction to the Improvement Kata
Mike Rother
The Five Coaching Kata Questions
The Five Coaching Kata Questions
Mike Rother
How Kata Fits In
How Kata Fits In
Mike Rother
Empfohlen
" Gemba walk for Lean Leaders. ; by Zeeshan Syed LSSGB "
" Gemba walk for Lean Leaders. ; by Zeeshan Syed LSSGB "
Zeeshan Syed
How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0
Mike Rother
The Wrong Kata
The Wrong Kata
Mike Rother
Starter Kata for Coaching
Starter Kata for Coaching
Mike Rother
Turning Value Stream Maps into Reality
Turning Value Stream Maps into Reality
Mike Rother
Introduction to the Improvement Kata
Introduction to the Improvement Kata
Mike Rother
The Five Coaching Kata Questions
The Five Coaching Kata Questions
Mike Rother
How Kata Fits In
How Kata Fits In
Mike Rother
A Definition of Lean
A Definition of Lean
Mike Rother
Introduction To Lean
Introduction To Lean
GoLeanSixSigma.com
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1
Mike Rother
8 muda waste_identifying_preview
8 muda waste_identifying_preview
Jaroslaw Gadek, MBA
Toyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCA
W3 Group Consulting
The Improvement Kata Pattern
The Improvement Kata Pattern
Mike Rother
Kaizen+5s model
Kaizen+5s model
KULDEEP MATHUR
Fundamentals of Lean
Fundamentals of Lean
Kirk Hazen, P.E.
Taking a Gemba Walk
Taking a Gemba Walk
Chet Marchwinski
LeanKaizenTraining
LeanKaizenTraining
ahmad bassiouny
The Coaching Kata Chain of Coaching
The Coaching Kata Chain of Coaching
Mike Rother
Kaizenpresentation
Kaizenpresentation
Sreejithslideshare
Gemba walks
Gemba walks
W3 Group Canada Inc.
The Five Whys - Are We Doing it Wrong?
The Five Whys - Are We Doing it Wrong?
Mike Rother
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
TKMG, Inc.
Lean Fundamentals Overview Webinar
Lean Fundamentals Overview Webinar
Michael E. Parker
Toyota Kata
Toyota Kata
Mike Rother
Gemba walk: the start of your lean journey
Gemba walk: the start of your lean journey
boscollkid
Toyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata Forms
RichardCGreen
A Kaizen - Continues Improvement
A Kaizen - Continues Improvement
Shravan Bhumkar
259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert
Mario Charlin
Lecture 6a
Lecture 6a
Max Lyons
Weitere ähnliche Inhalte
Was ist angesagt?
A Definition of Lean
A Definition of Lean
Mike Rother
Introduction To Lean
Introduction To Lean
GoLeanSixSigma.com
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1
Mike Rother
8 muda waste_identifying_preview
8 muda waste_identifying_preview
Jaroslaw Gadek, MBA
Toyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCA
W3 Group Consulting
The Improvement Kata Pattern
The Improvement Kata Pattern
Mike Rother
Kaizen+5s model
Kaizen+5s model
KULDEEP MATHUR
Fundamentals of Lean
Fundamentals of Lean
Kirk Hazen, P.E.
Taking a Gemba Walk
Taking a Gemba Walk
Chet Marchwinski
LeanKaizenTraining
LeanKaizenTraining
ahmad bassiouny
The Coaching Kata Chain of Coaching
The Coaching Kata Chain of Coaching
Mike Rother
Kaizenpresentation
Kaizenpresentation
Sreejithslideshare
Gemba walks
Gemba walks
W3 Group Canada Inc.
The Five Whys - Are We Doing it Wrong?
The Five Whys - Are We Doing it Wrong?
Mike Rother
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
TKMG, Inc.
Lean Fundamentals Overview Webinar
Lean Fundamentals Overview Webinar
Michael E. Parker
Toyota Kata
Toyota Kata
Mike Rother
Gemba walk: the start of your lean journey
Gemba walk: the start of your lean journey
boscollkid
Toyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata Forms
RichardCGreen
A Kaizen - Continues Improvement
A Kaizen - Continues Improvement
Shravan Bhumkar
Was ist angesagt?
(20)
A Definition of Lean
A Definition of Lean
Introduction To Lean
Introduction To Lean
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1
8 muda waste_identifying_preview
8 muda waste_identifying_preview
Toyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCA
The Improvement Kata Pattern
The Improvement Kata Pattern
Kaizen+5s model
Kaizen+5s model
Fundamentals of Lean
Fundamentals of Lean
Taking a Gemba Walk
Taking a Gemba Walk
LeanKaizenTraining
LeanKaizenTraining
The Coaching Kata Chain of Coaching
The Coaching Kata Chain of Coaching
Kaizenpresentation
Kaizenpresentation
Gemba walks
Gemba walks
The Five Whys - Are We Doing it Wrong?
The Five Whys - Are We Doing it Wrong?
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
Lean Fundamentals Overview Webinar
Lean Fundamentals Overview Webinar
Toyota Kata
Toyota Kata
Gemba walk: the start of your lean journey
Gemba walk: the start of your lean journey
Toyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata Forms
A Kaizen - Continues Improvement
A Kaizen - Continues Improvement
Andere mochten auch
259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert
Mario Charlin
Lecture 6a
Lecture 6a
Max Lyons
Kata in the Classroom
Kata in the Classroom
Mike Rother
Toyota kata and beyond
Toyota kata and beyond
William Judd
Understanding Lean Visions 2
Understanding Lean Visions 2
Rick Duncan
What if lean was your way to Leadership ?
What if lean was your way to Leadership ?
Francois Durnez
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Mario Charlin
lean_guide
lean_guide
theleancoach
Health 4.0
Health 4.0
Napier University
Ina Gjikondi & Sheryl Vogt: Lean Six Sigma & the Balanced Scorecard
Ina Gjikondi & Sheryl Vogt: Lean Six Sigma & the Balanced Scorecard
Balanced Scorecard Institute-Spider Strategies Strategy Execution Summit 2015
Who is the Lean Staff's Customer?
Who is the Lean Staff's Customer?
Mike Rother
การประยุกต์ Mechanism
การประยุกต์ Mechanism
Kanoksak Chaimeeboon
02.final kaizen55 r1 young blood breaker หอตฟ final animate
02.final kaizen55 r1 young blood breaker หอตฟ final animate
Kanoksak Chaimeeboon
Value Stream Mapping LASCOT 2014
Value Stream Mapping LASCOT 2014
Adam Yuret
Engineering Design Methods
Engineering Design Methods
Taufiq Rahman
The Role of Challenge in Continuous Improvement
The Role of Challenge in Continuous Improvement
Mike Rother
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
Michel Duchateau
Toyota's Team Culture Case Presentation
Toyota's Team Culture Case Presentation
Hari Kudchadkar
The Five Principles of The Toyota Way
The Five Principles of The Toyota Way
Mike Rother
Lean seminar - Reduce waste, add more value to your customers 20th-jan2014 ...
Lean seminar - Reduce waste, add more value to your customers 20th-jan2014 ...
Andrea Darabos
Andere mochten auch
(20)
259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert
Lecture 6a
Lecture 6a
Kata in the Classroom
Kata in the Classroom
Toyota kata and beyond
Toyota kata and beyond
Understanding Lean Visions 2
Understanding Lean Visions 2
What if lean was your way to Leadership ?
What if lean was your way to Leadership ?
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
lean_guide
lean_guide
Health 4.0
Health 4.0
Ina Gjikondi & Sheryl Vogt: Lean Six Sigma & the Balanced Scorecard
Ina Gjikondi & Sheryl Vogt: Lean Six Sigma & the Balanced Scorecard
Who is the Lean Staff's Customer?
Who is the Lean Staff's Customer?
การประยุกต์ Mechanism
การประยุกต์ Mechanism
02.final kaizen55 r1 young blood breaker หอตฟ final animate
02.final kaizen55 r1 young blood breaker หอตฟ final animate
Value Stream Mapping LASCOT 2014
Value Stream Mapping LASCOT 2014
Engineering Design Methods
Engineering Design Methods
The Role of Challenge in Continuous Improvement
The Role of Challenge in Continuous Improvement
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...
Toyota's Team Culture Case Presentation
Toyota's Team Culture Case Presentation
The Five Principles of The Toyota Way
The Five Principles of The Toyota Way
Lean seminar - Reduce waste, add more value to your customers 20th-jan2014 ...
Lean seminar - Reduce waste, add more value to your customers 20th-jan2014 ...
Ähnlich wie Toyota Kata: Developing Lean Management Skills Through Scientific Thinking Patterns
KATA-UPDATE / REFLEXION by Mike Rother
KATA-UPDATE / REFLEXION by Mike Rother
KATA- Praktikertag
Kata Walks
Kata Walks
Mike Rother
Kata Creates Culture
Kata Creates Culture
Mike Rother
KATA
KATA
jeremy696417
Midwest Kata Practitioner Day 2019
Midwest Kata Practitioner Day 2019
Melissa Christman
The Evolution of Lean
The Evolution of Lean
Mike Rother
European Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing Remarks
Mike Rother
Scientific Thinking for Agile teams - TOYOTA KATA
Scientific Thinking for Agile teams - TOYOTA KATA
Andrea Darabos
Why Your A3 Needs the IK
Why Your A3 Needs the IK
Mike Rother
Re:Thinking Improvements, Volume 1
Re:Thinking Improvements, Volume 1
Dominik Ortelt
Bringing Scientific Thinking to Life by Sylvain Landry
Bringing Scientific Thinking to Life by Sylvain Landry
Agile Montréal
TKC_Preface.pdf
TKC_Preface.pdf
Mohsen Khabir
What is Kata? Toyota’s Karate Concept for Lean Continuous Improvement and Coa...
What is Kata? Toyota’s Karate Concept for Lean Continuous Improvement and Coa...
QuekelsBaro
Design of Work Experience
Design of Work Experience
Chet Marchwinski
Introduction to Kata
Introduction to Kata
Emma Dickens
14 Management Principles : Toyota Way
14 Management Principles : Toyota Way
Dinesh Kakkad
About the Toyota Kata Research
About the Toyota Kata Research
Mike Rother
Lean conference 2014 inagaki
Lean conference 2014 inagaki
Kimio Inagaki
Starter Kata for Scientific Thinking
Starter Kata for Scientific Thinking
Mike Rother
Leading the Toyota way: an introduction to Lean practices & Operational Excel...
Leading the Toyota way: an introduction to Lean practices & Operational Excel...
Nicolas JOURDAIN
Ähnlich wie Toyota Kata: Developing Lean Management Skills Through Scientific Thinking Patterns
(20)
KATA-UPDATE / REFLEXION by Mike Rother
KATA-UPDATE / REFLEXION by Mike Rother
Kata Walks
Kata Walks
Kata Creates Culture
Kata Creates Culture
KATA
KATA
Midwest Kata Practitioner Day 2019
Midwest Kata Practitioner Day 2019
The Evolution of Lean
The Evolution of Lean
European Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing Remarks
Scientific Thinking for Agile teams - TOYOTA KATA
Scientific Thinking for Agile teams - TOYOTA KATA
Why Your A3 Needs the IK
Why Your A3 Needs the IK
Re:Thinking Improvements, Volume 1
Re:Thinking Improvements, Volume 1
Bringing Scientific Thinking to Life by Sylvain Landry
Bringing Scientific Thinking to Life by Sylvain Landry
TKC_Preface.pdf
TKC_Preface.pdf
What is Kata? Toyota’s Karate Concept for Lean Continuous Improvement and Coa...
What is Kata? Toyota’s Karate Concept for Lean Continuous Improvement and Coa...
Design of Work Experience
Design of Work Experience
Introduction to Kata
Introduction to Kata
14 Management Principles : Toyota Way
14 Management Principles : Toyota Way
About the Toyota Kata Research
About the Toyota Kata Research
Lean conference 2014 inagaki
Lean conference 2014 inagaki
Starter Kata for Scientific Thinking
Starter Kata for Scientific Thinking
Leading the Toyota way: an introduction to Lean practices & Operational Excel...
Leading the Toyota way: an introduction to Lean practices & Operational Excel...
Mehr von CLT Valuebased Services
Estudo de um Caso
Estudo de um Caso
CLT Valuebased Services
Caso testo lean
Caso testo lean
CLT Valuebased Services
Indicadores para a manutencao lean
Indicadores para a manutencao lean
CLT Valuebased Services
CPFR lean SCM
CPFR lean SCM
CLT Valuebased Services
Case study Parfois
Case study Parfois
CLT Valuebased Services
Ikea case study
Ikea case study
CLT Valuebased Services
Case study Walmart
Case study Walmart
CLT Valuebased Services
Logistica Milk Run e Mizu
Logistica Milk Run e Mizu
CLT Valuebased Services
Last Mile Logistics
Last Mile Logistics
CLT Valuebased Services
Industry 4.0
Industry 4.0
CLT Valuebased Services
Lean 6Sigma Agile 2019
Lean 6Sigma Agile 2019
CLT Valuebased Services
Tabelas MTM ln IPC
Tabelas MTM ln IPC
CLT Valuebased Services
Bordo de linha
Bordo de linha
CLT Valuebased Services
Scrum Book
Scrum Book
CLT Valuebased Services
Booklet Estudo do Trabalho final
Booklet Estudo do Trabalho final
CLT Valuebased Services
Domotica
Domotica
CLT Valuebased Services
Projeto Implementação Lean
Projeto Implementação Lean
CLT Valuebased Services
Retrato de Poortugal 2019
Retrato de Poortugal 2019
CLT Valuebased Services
Fut global-edition
Fut global-edition
CLT Valuebased Services
Tabelas MTM LM IPC
Tabelas MTM LM IPC
CLT Valuebased Services
Mehr von CLT Valuebased Services
(20)
Estudo de um Caso
Estudo de um Caso
Caso testo lean
Caso testo lean
Indicadores para a manutencao lean
Indicadores para a manutencao lean
CPFR lean SCM
CPFR lean SCM
Case study Parfois
Case study Parfois
Ikea case study
Ikea case study
Case study Walmart
Case study Walmart
Logistica Milk Run e Mizu
Logistica Milk Run e Mizu
Last Mile Logistics
Last Mile Logistics
Industry 4.0
Industry 4.0
Lean 6Sigma Agile 2019
Lean 6Sigma Agile 2019
Tabelas MTM ln IPC
Tabelas MTM ln IPC
Bordo de linha
Bordo de linha
Scrum Book
Scrum Book
Booklet Estudo do Trabalho final
Booklet Estudo do Trabalho final
Domotica
Domotica
Projeto Implementação Lean
Projeto Implementação Lean
Retrato de Poortugal 2019
Retrato de Poortugal 2019
Fut global-edition
Fut global-edition
Tabelas MTM LM IPC
Tabelas MTM LM IPC
Kürzlich hochgeladen
Event mailer assignment progress report .pdf
Event mailer assignment progress report .pdf
tbatkhuu1
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Delhi Call girls
Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...
Roland Driesen
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Dave Litwiller
Mondelez State of Snacking and Future Trends 2023
Mondelez State of Snacking and Future Trends 2023
Neil Kimberley
Forklift Operations: Safety through Cartoons
Forklift Operations: Safety through Cartoons
Forklift Trucks in Minnesota
Insurers' journeys to build a mastery in the IoT usage
Insurers' journeys to build a mastery in the IoT usage
Matteo Carbone
Call Girls In Panjim North Goa 9971646499 Genuine Service
Call Girls In Panjim North Goa 9971646499 Genuine Service
ritikaroy0888
Russian Faridabad Call Girls(Badarpur) : ☎ 8168257667, @4999
Russian Faridabad Call Girls(Badarpur) : ☎ 8168257667, @4999
Tina Ji
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Dipal Arora
HONOR Veterans Event Keynote by Michael Hawkins
HONOR Veterans Event Keynote by Michael Hawkins
Michael W. Hawkins
Keppel Ltd. 1Q 2024 Business Update Presentation Slides
Keppel Ltd. 1Q 2024 Business Update Presentation Slides
KeppelCorporation
7.pdf This presentation captures many uses and the significance of the number...
7.pdf This presentation captures many uses and the significance of the number...
Paul Menig
Progress Report - Oracle Database Analyst Summit
Progress Report - Oracle Database Analyst Summit
Holger Mueller
Best Basmati Rice Manufacturers in India
Best Basmati Rice Manufacturers in India
Shree Krishna Exports
Understanding the Pakistan Budgeting Process: Basics and Key Insights
Understanding the Pakistan Budgeting Process: Basics and Key Insights
seri bangash
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Dipal Arora
Ensure the security of your HCL environment by applying the Zero Trust princi...
Ensure the security of your HCL environment by applying the Zero Trust princi...
Roland Driesen
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Lviv Startup Club
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
Ethan lee
Kürzlich hochgeladen
(20)
Event mailer assignment progress report .pdf
Event mailer assignment progress report .pdf
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Best VIP Call Girls Noida Sector 40 Call Me: 8448380779
Boost the utilization of your HCL environment by reevaluating use cases and f...
Boost the utilization of your HCL environment by reevaluating use cases and f...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Enhancing and Restoring Safety & Quality Cultures - Dave Litwiller - May 2024...
Mondelez State of Snacking and Future Trends 2023
Mondelez State of Snacking and Future Trends 2023
Forklift Operations: Safety through Cartoons
Forklift Operations: Safety through Cartoons
Insurers' journeys to build a mastery in the IoT usage
Insurers' journeys to build a mastery in the IoT usage
Call Girls In Panjim North Goa 9971646499 Genuine Service
Call Girls In Panjim North Goa 9971646499 Genuine Service
Russian Faridabad Call Girls(Badarpur) : ☎ 8168257667, @4999
Russian Faridabad Call Girls(Badarpur) : ☎ 8168257667, @4999
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
Call Girls Pune Just Call 9907093804 Top Class Call Girl Service Available
HONOR Veterans Event Keynote by Michael Hawkins
HONOR Veterans Event Keynote by Michael Hawkins
Keppel Ltd. 1Q 2024 Business Update Presentation Slides
Keppel Ltd. 1Q 2024 Business Update Presentation Slides
7.pdf This presentation captures many uses and the significance of the number...
7.pdf This presentation captures many uses and the significance of the number...
Progress Report - Oracle Database Analyst Summit
Progress Report - Oracle Database Analyst Summit
Best Basmati Rice Manufacturers in India
Best Basmati Rice Manufacturers in India
Understanding the Pakistan Budgeting Process: Basics and Key Insights
Understanding the Pakistan Budgeting Process: Basics and Key Insights
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Mysore Call Girls 8617370543 WhatsApp Number 24x7 Best Services
Ensure the security of your HCL environment by applying the Zero Trust princi...
Ensure the security of your HCL environment by applying the Zero Trust princi...
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
Yaroslav Rozhankivskyy: Три складові і три передумови максимальної продуктивн...
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
Toyota Kata: Developing Lean Management Skills Through Scientific Thinking Patterns
1.
© Mike Rother
Toyota Kata By Mike Rother May 2015 v5.0 DEVELOPING LEAN MANAGEMENT The Challenge of
2.
© Mike Rother
Toyota Kata 2 You can use these slides You may use any slides from this presentation, which are copyrighted under a Creative Commons Attribution license. The only requirement is to note the source on each slide you use, for instance by including “By Mike Rother” somewhere on the slide.
3.
© Mike Rother
Toyota Kata 3 ADOPTING NEW WAYS • Hoping to create different behavior by explaining or trying to convince people generally doesn't work. • We don't behave a certain way because we lack information. We behave one way or another because it's a habit. • What can work is deliberately practicing a different routine, which over time changes how you think. • But don't try to run 20 miles in your first workout! Begin with some starter practice routines, which help you learn fundamentals and build some initial confidence in the new pattern you are trying to learn.
4.
© Mike Rother
Toyota Kata 4 THAT'S WHAT KATA ARE Kata are practice routines that help us adopt new ways of acting and thinking
5.
© Mike Rother
Toyota Kata 5 Scientific Thinking Pattern + Deliberate Practice (Kata) Making Scientific Thinking a Skill that Can be Learned by Anyone WHAT THE IMPROVEMENT KATA AND COACHING KATA ARE ABOUT
6.
© Mike Rother
Toyota Kata 6 THE TOYOTA KATA RESEARCH 2004 - 2009 Let's start with Question 1: If you study Toyota’s management system enough, a common pattern of thinking and acting emerges, at all levels in the company. Guided by these two research questions: 1. What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and adaptation? 2. How can other companies develop similar routines and thinking in their organizations?
7.
© Mike Rother
Toyota Kata 7 THE 4-STEPS OF THE IMPROVEMENT KATA MODEL The model we used to explain our findings resembles other creative and scientific models, such as: Systems thinking, critical thinking, learning organization, design thinking, creative thinking, solution-focused practice, preferred futuring, skills of inquiry, evidence-based learning Conduct Experiments to get thereGrasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 2 3 4
8.
© Mike Rother
Toyota Kata 8 CREATING CAPABILITY TO THINK AND WORK SCIENTIFICALLY Finding commonality between Toyota's management approach and models of human creative endeavor makes sense In their daily work, Toyota managers have people practice a universal pattern for improving, adapting and innovating along uncharted paths. Toyota's management approach involves teaching everyone in the organization a scientific mindset, which can be applied to an infinite number of challenges and objectives. Toyota managers are teaching a deliberate, effective, shared way of working throughout the organization.
9.
© Mike Rother
Toyota Kata 9 Scientific Thinking Pattern + Deliberate Practice (Kata) Making Scientific Thinking a Skill that Can be Learned by Anyone
10.
© Mike Rother
Toyota Kata 10 IMPROVEMENT BASED ON “ELIMINATE WASTE” IS TOO UNSCIENTIFIC The elimination of waste at Toyota is more an outcome of pursuing a particular goal
11.
© Mike Rother
Toyota Kata 11 ASK 5 PEOPLE WHAT TO IMPROVE, GET 5 DIFFERENT ANSWERS Each according to their perspective, beliefs & bias = Observed Wastes, Problems, Opportunities This seems important!This seems interesting There's always too much to do, and by random choices we get nowhere Illustration by Teemu Toivonen We have limited time and resources for improvement!
12.
© Mike Rother
Toyota Kata 12 YOU NEED A TARGET CONDITION Things we HAVE to do Things we CAN do What do you want to achieve?
13.
© Mike Rother
Toyota Kata 13 THAT TAKES SOME ANALYSIS & PLANNING ✓ ✓ NEXT TARGET CONDITION ✓
14.
© Mike Rother
Toyota Kata 14 SO NOW WE CAN GET GOING, RIGHT? Team's Action Plan We know the overall direction or challenge, where we are now and our next Target Condition. It’s time to make a plan for how to get there!
15.
© Mike Rother
Toyota Kata 15 SO NOW WE CAN GET GOING, RIGHT? Team's Action Plan Well, not quite... We know the overall direction or challenge, where we are now and our next Target Condition. It’s time to make a plan for how to get there!
16.
© Mike Rother
Toyota Kata 16 • I’ll roll a die three (3) times and sum the numbers. • The sum will be a number between 3 and 18. THE DICE EXPERIMENT Before I roll, please write down: What will be the sum of the 3 rolls?
17.
© Mike Rother
Toyota Kata 17 Those of you who wrote down the incorrect sum... How do you feel?
18.
© Mike Rother
Toyota Kata 18 Not so bad, it’s just chance
19.
© Mike Rother
Toyota Kata 19 QUESTION #2 What will be the next number in this series? Please write down your answer 2, 4, 6, 8, 10, 12, ?
20.
© Mike Rother
Toyota Kata 20 ANSWER 2, 4, 6, 8, 10, 12, 2
21.
© Mike Rother
Toyota Kata 21 ANSWER Those of you who wrote down the incorrect number... How do you feel this time? 2, 4, 6, 8, 10, 12, 2
22.
© Mike Rother
Toyota Kata 22 Hey!
23.
© Mike Rother
Toyota Kata 23 What was different about these two scenarios?
24.
© Mike Rother
Toyota Kata 24 DIFFERENCE BETWEEN THE SCENARIOS How easy or hard it is to spot the Current Knowledge Threshold • In Round 1 with the dice, it was easy to see that we didn’t know what the outcome would be. • In Round 2 the knowledge threshold was more difficult to see. We thought we knew the answer, so we went over the threshold & answered. What would be a good answer in both rounds? Why don’t we say that? Yet in both rounds the knowledge threshold was the same: There were no facts beyond the initial setup Predictable Zone Current Knowledge Threshold 2, 4, 6, 8, 10, 12
25.
© Mike Rother
Toyota Kata 25 Current Knowledge Threshold OUR BRAIN FILLS IN THE BLANKS (automatically) WHY WE GO THROUGH KNOWLEDGE THRESHOLDS
26.
© Mike Rother
Toyota Kata 26 IUMRING TQ GQNGIUSIQNS READ WHAT YOU SEE
27.
© Mike Rother
Toyota Kata 27 IUMRING TQ GQNGIUSIQNS
28.
© Mike Rother
Toyota Kata 28 IUMRING TQ GQNGIUSIQNS We don't notice the Knowledge Threshold because our brain automatically fills in the blanks
29.
© Mike Rother
Toyota Kata 29 Ca y u rea t is? WE NEED THIS COGNITIVE MECHANISM TO GET THROUGH THE DAY But it also causes some problems
30.
© Mike Rother
Toyota Kata 30 Key points about Knowledge Thresholds: 1) They're hard to see (until you practice it) and we tend to go right through them 2) We actually see farther through experimenting 3) We don’t know in advance what the result of a step/experiment will be The Knowledge Threshold is our Learning Edge. It's where the next experiment should take place. THERE'S ALWAYS A KNOWLEDGE THRESHOLD The path is unpredictable
31.
© Mike Rother
Toyota Kata 31 THE CORE DYNAMIC OF SCIENTIFIC THINKING Scientific thinking is a routine of intentional coordination between what we think will happen (theory), what actually happens (evidence), and learning from the difference. "Let'stryitandsee" What we expect to happen What actually happened Learning This is a working pattern that allows us to reach challenging new goals through unclear territory How to Handle Knowledge Thresholds
32.
© Mike Rother
Toyota Kata IT'S THE SCIENTIFIC LEARNING CYCLE This cycle gives you a practical way to reach a Target Condition, by providing a systematic way of working through the grey zone between here and there A process for acquiring new knowledge. Sometimes called "Plan-Do-Check-Act" 32 PREDICTION Testable ACTION Conduct the experiment EVALUATE Interpret the evidence EVIDENCE Collect facts and data PLAN DO 1 23 4 CHECK (Study) ACT
33.
© Mike Rother
Toyota Kata YOU STRIVE TOWARD THE TARGET CONDITION THROUGH ITERATIVE LEARNING Next Target Condition (date) Current Condition 33 Zone of Uncertainty YOU DO NOT KNOW HOW TO GET FROM HERE TO THERE! Small, rapid experiments advance your knowledge quickly, moving you away from what doesn't work to what does
34.
© Mike Rother
Toyota Kata 34 THE IK IS A GREAT MODEL, SO LET’S GO! The Scientific IK Pattern: ...suits complex, dynamic conditions! ...makes empowerment possible! ✓ ✓ ✓ ✓
35.
© Mike Rother
Toyota Kata 35 But wait, there’s another problem… The Scientific IK Pattern: ...suits complex, dynamic conditions! ...makes empowerment possible! ✓ ✓ ✓ ✓ THE IK IS A GREAT MODEL, SO LET’S GO!
36.
© Mike Rother
Toyota Kata 36 Scientific Thinking Pattern + Deliberate Practice (Kata) Problem: A model alone is not enough to change our behavior and thinking
37.
© Mike Rother
Toyota Kata 37 Born? Scientific Thinking Learned?
38.
© Mike Rother
Toyota Kata 38 Born? Scientific Thinking We are notoriously bad at scientific thinking, due to those natural, unconscious mental mechanisms. It is not our default mode. Learned? OK... HOW?
39.
© Mike Rother
Toyota Kata 39 REMEMBER QUESTION 2? How can other companies develop similar routines and thinking in their organizations? Interestingly, we face a different challenge than does Toyota: • Toyota is trying to maintain an existing culture as it grows worldwide. • We are trying to change our culture.
40.
© Mike Rother
Toyota Kata 40 WHAT DOES IT TAKE TO CHANGE OUR THINKING? • Get a piece of paper and a pen • Start when I say “go” • Sign your name 5 times normally • When you are finished raise your hand
41.
© Mike Rother
Toyota Kata 41 REMEMBER QUESTION 2? How can other companies develop similar routines and thinking in their organizations? Interestingly, we face a different challenge than does Toyota: • Toyota is trying to maintain an existing culture as it grows worldwide. • We are trying to change our culture.
42.
© Mike Rother
Toyota Kata 42 LET’S TRY JUST ONE CHANGE, MUCH SMALLER THAN CHANGING ORG CULTURE • Change hands, to non-dominant • Start when I say “go” • Sign your name 5 times again • Raise your hand when you are finished
43.
© Mike Rother
Toyota Kata 43 HOW DID IT FEEL THE SECOND TIME COMPARED TO THE FIRST?
44.
© Mike Rother
Toyota Kata Deliberate Thinking 44 WHY THE SECOND TIME FEELS ODD The brain creates and prefers habits for safety & efficiency. Unconscious thinking enables us to get through the day by taking care of routine decisions & conserving brain energy. Unconscious thinking is fast and instinctive, while deliberate thinking is slow and intentional. It costs a lot of our energy and attention. You have to consciously think about it and be more deliberate Pathways with low signal resistance Pathways with high signal resistance Trained Synapses Untrained Synapses
45.
© Mike Rother
Toyota Kata 45 SO WE HAVE A LEAN DILEMMA • “Different” • “Difficult” • “Weird” • “Uncomfortable” • We have well-established neural pathways for signing with our dominant hand. It’s automatic, fast & comfortable. • We default to already-established thought and behavior patterns because they conserve mental resources. 1. We want to change to working scientifically, according to something like the Improvement Kata pattern. 2. We naturally tend to stick with our current ways of doing things because they use existing neural circuits that require less energy. -- however -- How did it feel the second time?
46.
© Mike Rother
Toyota Kata 46 INFORMATION & INCENTIVES ARE NOT ENOUGH TO CHANGE BEHAVIOR & THINKING Theories, models, information, examples, lists of steps, etc. may all be correct, but just knowing them is not likely to change much. You also have to create new neural circuits.
47.
© Mike Rother
Toyota Kata j k 47 COACHING DAILY PRACTICE MASTERY KATA l m 4 INGREDIENTS FOR DEVELOPING NEW SKILLS With these ingredients you can start to rewire your brain & acquire new skills and habits Corrective feedback to ensure the Learner practices the right patterns Feeling that: "I'm getting better at this" Structured routines so a beginner can practice fundamentals
48.
© Mike Rother
Toyota Kata 48 DAILY PRACTICE If we only periodically conduct training events or only episodically work on improvement -- and the rest of the time itʼs business as usual -- then according to neuroscience what weʼre actually teaching is business as usual. So the coaches should be line managers, because they are there every day
49.
© Mike Rother
Toyota Kata 49 COACHING Because "Practice Makes Permanent" The Coach (manager) provides corrective inputs to ensure that the Learner practices the new routines the right way Before they can coach the Improvement Kata, managers need to practice the Improvement Kata themselves
50.
© Mike Rother
Toyota Kata THE COACHING KATA Coaching Kata Learner Coach (Manager) Understand the Challenge Grasp the Current Condition Establish the Next Target Condition ‘Executing’ Coaching Cycles ‘Planning’ Coaching Cycles Experiment Toward the Target Condition Improvement Kata Starter practice routines for learning how to teach the Improvement Kata pattern
51.
© Mike Rother
Toyota Kata 51 The Learner should practice beyond their current capability and periodically get a sense they are making progress in learning the new skill MASTERY / SENSE OF PROGRESS
52.
© Mike Rother
Toyota Kata 52 KATA = PRACTICE ROUTINES You use Kata at the beginning, until their pattern becomes a habit and leaves you with new abilities You don't use a Kata forever
53.
© Mike Rother
Toyota Kata THERE ARE PRACTICE ROUTINES FOR EACH STEP OF THE IK MODEL 53 The practice routines are a way to begin to operationalize the IK pattern The Improvement Kata model
54.
© Mike Rother
Toyota Kata KATA HELP YOU GET STARTED Beginners should follow Kata exactly. With increasing proficiency each Learner can start to (within limits) develop their own style. Similarly, over time each organization can evolve the Kata it began with to better suit and mesh with its culture. The original Kata evolve into organization-specific practice routines. KATA 54
55.
© Mike Rother
Toyota Kata 55 VIDEO - A Coaching Cycle https://www.youtube.com/watch?v=ySdYX4cNPsQ Available on the Mike Rother YouTube Channel
56.
© Mike Rother
Toyota Kata 56 The Challenge of Creating Lean Management The goal of this presentation is to help make us aware of what is the task The Improvement Kata and Coaching Kata help with this task!
57.
© Mike Rother
Toyota Kata 57 A SHIFT TO “21ST CENTURY LEAN”
58.
© Mike Rother
Toyota Kata Able to TEACH it Developing Others GETTING THERE IS THE CHALLENGE Able to DO it Skill development begins here Concepts alone generally don’t change anything One obstacle: Managers have to be Learners first 58 Self Development AWARE of it
59.
© Mike Rother
Toyota Kata 59 YOU CAN APPLY THE SAME IMPROVEMENT KATA PATTERN TO THIS ORGANIZATION-LEVEL CHALLENGE Experiments Toward the TC Challenge Threshold of Knowledge Current Condition Next Target Condition (date)
60.
© Mike Rother
Toyota Kata 60 Kata in the Classroom - for Teachers www.katatogrow.com Introducing the scientific pattern of the Improvement Kata in K-12 classrooms
61.
© Mike Rother
Toyota Kata 61 Best wishes for your practice Visit the Toyota Kata Website