Toyota Kata for Innovation
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Toyota Kata for Innovation

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Exploration of applying Toyota Kata to product / service innovation

Exploration of applying Toyota Kata to product / service innovation

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  • Not sequential, iterativeThe real process is messier but the structure helps you deal with it

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  • 1. Toyota Kata for Innovation Jason Yip @jchyip http://jchyip.blogspot.com j.c.yip@computer.org, jcyip@thoughtworks.com
  • 2. A story of on-site, rapid innovation
  • 3. Goal: Concrete demo of rapid, onsite, co-creation innovation http://nordstrominnovationlab.com/#case_study http://www.marketingweek.co.uk/news/lastminutecom- customers-co-develop-mobile-apps/4004895.article
  • 4. Goal: Convince the organisation to adopt this kind of approach
  • 5. Outcome
  • 6. COULD WE HAVE DONE BETTER?
  • 7. This is a Design Thinking process Not sequential, actually iterative The real process is messier but the structure helps you deal with it http://dschool.stanford.edu/dgift/
  • 8. This is a Lean Startup process The real process is messier but the structure helps you deal with it
  • 9. The real process is messier but the structure helps you deal with it
  • 10. What is the essence of structure that helps us deal with a mess?
  • 11. When I ask that question, the first thought that comes to mind is…
  • 12. WHAT IS TOYOTA KATA?
  • 13. http://www.slideshare.net/mike734/pdca-fast-start
  • 14. The essence of Toyota Kata is about establishing behavioural routines for systematic, scientific problem-solving
  • 15. HOW MIGHT TOYOTA KATA APPLY TO (PRODUCT/SERVICE) INNOVATION?
  • 16. INNOVATION KATA
  • 17. What is the perfect outcome from a customer perspective? Understand the customer’s job so clearly that the innovation becomes obvious Observation, facts, and data OVER survey and opinion How does the customer’s job NEED to work? Experimenting to make better now OVER talking about how to make perfect later
  • 18. UNDERSTAND THE DIRECTION
  • 19. Direction giver, does not need to be achievable Improvements are otherwise random
  • 20. What is the perfect outcome from the perspective of the customer?
  • 21. GRASP THE CURRENT CONDITION
  • 22. Focus on understand the customer’s job before coming up with ideas Focus on the customer jobs, not on the customers
  • 23. Understand the customer’s job so clearly that the innovation becomes obvious Product-shaped hole
  • 24. The goal is not to identify a product or service to build but to better understand the customer’s job so we can improve it (by introducing a product or service)
  • 25. Observations, facts, data • Direct, in-context observation • Asking clarifying questions in-context • Video • Logs, records, etc. Survey, opinion • Focus group • Customer survey • Out of context interview • Meeting room discussions • Workshops • SME opinion
  • 26. ESTABLISH THE NEXT TARGET CONDITION
  • 27. Modified from Toyota Kata by Mike Rother
  • 28. “A target is an outcome, and a target condition is a description of a process operation in a way – in a pattern – required to achieve the desired outcome” Mike Rother, Toyota Kata
  • 29. Target does not equal Target Condition • Target: The desired customer outcome • Target condition: A description of how the customer will interact with the product or service to achieve their desired outcome
  • 30. ITERATE TOWARD THE TARGET CONDITION
  • 31. Prediction written before the experiment Evidence recorded after the experiment The specific obstacle to the target condition we are addressing The customer’s job
  • 32. If the next step is unclear, then the answer is almost always, “Let’s go and see.”
  • 33. What is the perfect outcome from a customer perspective? Understand the customer’s job so clearly that the innovation becomes obvious Observation, facts, and data OVER interviews and opinion How does the customer’s job NEED to work? Experimenting to make better now OVER talking about how to make perfect later
  • 34. INNOVATION COACHING KATA
  • 35. “… the goal is not necessarily to develop the very best solution today, but to develop the capability of the people in the organization to solve problems.” Mike Rother, Toyota Kata
  • 36. The goal is not just to develop the best product today, but to develop the capability of the people in the organisation to develop products
  • 37. FO; "P98; "G< ! GO9E KnI ! F! "L H; >F9< E >" http://www.slideshare.net/mike734/pdca-fast-start
  • 38. AN INNOVATION STORY RE-TOLD
  • 39. How does the story go if we had applied the Innovation Kata?
  • 40. The perfect job for an urban grocery shopper • Don’t have to think too much about what to get – good options readily apparent • Don’t have to worry about healthiness of meal – all options are good • Minimal walking distance to get everything I need for the meal – in and out
  • 41. What is urban shopping currently like? • Wander around aimlessly funneled by planned path through store, not sure what to get – lots of back and forth • Designed for related inventory not for making a meal • Easier to just grab a packaged meal or roast chicken
  • 42. What’s the next target condition? • For a core ingredient, have simple meal ideas and supporting ingredients readily nearby
  • 43. What’s the next experiment? • More core ingredients • More sophisticated meals
  • 44. QUESTIONS… AS IN MY QUESTIONS TO YOU
  • 45. Questions 1. Does this proposed approach actually solve a problem? 2. Is it actually feasible? What would be the obstacles? 3. What might be the next step if you were to try this where you are? 4. How quickly might we see what we have learned from the next step?