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Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
Improvement Kata Overview
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Improvement Kata Overview

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This presentation provides a high level overview of the Toyota Kata process. It illustrates the steps of * recognizing your Current Condition, * using PDCA cycles, and * moving along a path of …

This presentation provides a high level overview of the Toyota Kata process. It illustrates the steps of * recognizing your Current Condition, * using PDCA cycles, and * moving along a path of discovery toward your Target Condition. It also shows successive Target Conditions toward the attainment of a larger Challenge / Vision

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  • 1. The Pattern of the Improvement Kata by Bill Costantino and Mike Rother© 2012 Costantino & Rother January 2012
  • 2. Pattern of the Improvement Kata Current Knowledge Threshold Starting Point You are here Problems, wastes and opportunities for improvement© 2012 Costantino & Rother
  • 3. Pattern of the Improvement Kata (1) Vision for the customer (1a) Challenge Challenge Vision Concrete, Vague, 1-3 year very long frame term Before taking action you should understand your organization’s long-term vision for the customer. To provide a tangible objective to focus on, set a specific challenge in the direction of the vision. This challenge often comes from your future-state value stream map or high-level company objectives.© 2012 Costantino & Rother
  • 4. Pattern of the Improvement Kata (2) Grasp the Current Condition Challenge Vision Now take a step back and grasp the current condition in detail, following the methodical steps of “Process Analysis.”© 2012 Costantino & Rother
  • 5. Pattern of the Improvement Kata (3) Set Next Target Condition N Challenge Vision TC Challenging because it’s beyond our Current Knowledge Threshold The purpose of the Process Analysis is to obtain the facts and data needed to describe the next target condition in the direction of the challenge. The target condition lies beyond your current knowledge threshold.© 2012 Costantino & Rother
  • 6. Pattern of the Improvement Kata Unclear territory, the “Grey Zone” ? ? ? ? N ? ? TC Challenge Vision ? ? ? You dont know exactly how you are going to get to the target condition by its specified date. Its a grey zone.© 2012 Costantino & Rother
  • 7. Pattern of the Improvement Kata (4) Rapid PDCA Cycles lead to path of discovery N Challenge Vision TC Following the pattern of the Five Toyota Kata Questions, you conduct PDCA cycles as rapid experiments; ideally daily. From each experiment you gain new information and adjust your next step accordingly, to find your way to the target condition within the desired time frame. Note: You only work on obstacles you sequentially find© 2012 Costantino & Rother are preventing you from reaching the target condition.
  • 8. Pattern of the Improvement Kata  New Current State = Improved Performance  Closer to the Challenge / Vision  Expanded Knowledge Threshold  Increased Skill with Improvement Kata Challenge Vision© 2012 Costantino & Rother
  • 9. Pattern of the Improvement Kata Successive Target Conditions toward the Challenge TC TC TC Challenge Vision The entire pattern now repeats as you strive to achieve your next Target Condition toward the Challenge.© 2012 Costantino & Rother
  • 10. The Pattern of the Improvement Kata© 2012 Costantino & Rother
  • 11. We wish you…

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