Toyota Kata Improvement

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Description of very recent observations - applying the Toyota Kata methodology at mid-sized manufacturing companies.

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Toyota Kata Improvement

  1. 1. Toyota Kata Developing Improvement Kata Thinking & Acting May 2010 Bill Costantino www.W3GroupLLC.com W3 Group, LLC 1 Lean Transformation l Consulting l Training l Support
  2. 2. Suzaki’s Mini-Company ● Strive for full participation and contribution from all employees, to succeed in global marketplace ● Gemba (Reality) focus ● Mini-Company approach ● Ownership using Scoreboard – aka “Glass wall” ● Competency – skill development ● Participation & Improvement ● Alignment – Policy Deployment ● Managers & Supervisors are key – as mentors / coaches W3 Group, LLC Bill Costantino 2 Lean Transformation l Consulting l Training l Support
  3. 3. Lessons from My Clients ● Key elements & structure for successful Mini-Company development include: ♦ Clear metrics ♦ Visibility to everyone  Glasswall ♦ Designated Team Leader (T/L) ♦ Senior management visibly engaged ♦ Frequent touch: T/L with team, management with T/L ♦ Accountability ♦ Basic set of key tools: 5S, Visual Factory, SW, Job Instruction, Basic Problem solving ♦ Use the tools to improve… with guidance ♦ Focus on facts and data W3 Group, LLC Bill Costantino 3 Lean Transformation l Consulting l Training l Support
  4. 4. Stall Point… ● Common stall point: ♦ Continuous Improvement model (routine) is lacking ♦ Struggle with coaching / mentoring W3 Group, LLC Bill Costantino 4 Lean Transformation l Consulting l Training l Support
  5. 5. Toyota Kata = Integration ● Logical next step ● Provides clear routines to teach and learn ● Makes improvement part of everyday work ● This is now an experiment in progress! W3 Group, LLC Bill Costantino 5 Lean Transformation l Consulting l Training l Support
  6. 6. Kata Thinking These routines are Four key routines to repeated in successive practice at the start: training sessions for Group Leaders ● Grasp Current Condition That begins ● Set Target Condition to develop ● PDCA toward Target capability! Condition ● Coaching Kata … Keeping it simple at first W3 Group, LLC Bill Costantino 6 Lean Transformation l Consulting l Training l Support
  7. 7. Relevance of Frequent Practice ● “Understanding” is not capability ● Takes physical, bodily repetition to develop familiarity & skills ● Gains from occasional “exercises” that are soon lost creates frustration ● Rapport between mentor – mentee takes frequent contact to establish ♦ difference between managing someone vs. coaching ● Infrequent practice = ♦ Forever low on the learning curve ♦ Management really committed?? ♦ Can’t build momentum W3 Group, LLC Bill Costantino 7 Lean Transformation l Consulting l Training l Support
  8. 8. Frequent Coaching Cycles Mentee Mentor Master Coach W3 Group, LLC Bill Costantino 8 Lean Transformation l Consulting l Training l Support
  9. 9. Re-Defining PDCA ● Common Mindset (eg. A3, Kaizen event, 6-Sigma project, etc.) ♦ Structured format and tools ♦ Long(er) lead time ♦ Event based ♦ Specialized, limited resources, i.e., CI team ● New Mindset ♦ Short, frequent cycles – sometimes minutes! ♦ Biased for action ♦ NOT – “Let’s see if (s)he got it done,” but instead – “What obstacles are now preventing progress to the TC?” ♦ Anyone can learn it W3 Group, LLC Bill Costantino 9 Lean Transformation l Consulting l Training l Support
  10. 10. Solutions versus Discovery ● People often invent full-blown solutions, then try to impose on the process, versus… ● Small-step discovery as we go ♦ Closer connection to the reality of the process ♦ System is dynamic, ever-changing W3 Group, LLC Bill Costantino 10 Lean Transformation l Consulting l Training l Support
  11. 11. Problems, Problems… ● Our common reflex to solve the problem, versus… ● Developing Problem Solvers ● HUGE paradigm shift! ● We are trained to: ♦ Produce answers ♦ Direct others what to do ● But what is the better competitive advantage in the long run? W3 Group, LLC Bill Costantino 11 Lean Transformation l Consulting l Training l Support
  12. 12. Coaching Others ● Very difficult skill to develop ● Often non-existent in today’s business culture ● We tend to be results focused instead of means focused ● Coercing or managing vs. truly coaching ● Lack of reliable / trainable methodology (kata) ● Must personally develop skill yourself before able to coach others. W3 Group, LLC Bill Costantino 12 Lean Transformation l Consulting l Training l Support
  13. 13. Discussion Thank You! W3 Group, LLC Bill Costantino 13 Lean Transformation l Consulting l Training l Support

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