1. Attaining the Target Condition
Counter-Measures vs. Improvement Kata
Created by: Bret Bakensztos, Feb/2012 1

2. IMPORTANT:
This document is based on my personal interpretation of the processes and systems as
described in the book “Toyota Kata” (by Mike Rother), and Slideshare presentation “The
Wrong Kata” (by Mike Rother & Bill Costantino).
The information presented here is meant to pay tribute to (not replace) the original
works researched, created, and owned by Mike Rother & Bill Costantino.
Please support the continued work and research of Mike, Bill, and other innovators of
cultural transformation!
If you haven’t already, you can start by viewing “Toyota Kata”
Created by: Bret Bakensztos, Feb/2012 2

3. THE TRAP
TARGET
CONDITION
CHALLENGE
“FIRE”
STANDARD
(USED TO PREVENT
BACKSLIDING)
COMFORT ZONE
Created by: Bret Bakensztos, Feb/2012 3

4. Why is this a Trap?
• The problems that occur (sometimes referred to as “FIRES”)
become priority
• Standards are used as a “wedge” to prevent backsliding – but
we don’t know when the standards are no longer appropriate
• A comfort zone is created; we implement counter-measures
to problems, then fall back on the standard, waiting for the
next “fire”. Repeat as required…
• No real improvements are made; we just get really good at
doing what we already know.
Created by: Bret Bakensztos, Feb/2012 4

5. THE ALTERNATIVE?
CHALLENGE!
Creates the pull
TARGET towards the Target
KNOWLEDGE FROM CONDITION Condition
PREVIOUS STEPS
(PREVENTS BACKSLIDING) IMPROVEMENT
KATA
THE “FIRE” IS A LEARNER
DISTRACTION:
PUTTING IT OUT
IS COACH
NECESSARY, BUT
DOES NOT THE INCLINE
MOVE YOU REPRESENTS THE
TOWARDS THE TRUE OBSTACLE'S
TARGET
Created by: Bret Bakensztos, Feb/2012 5

6. A change of strategy
• By using the Improvement Kata, the Target Condition becomes the
priority
• Knowledge gained is used to prevent backsliding
• The coach doesn’t have all the answers; just a system to help draw
the answers from the learner
• To make real improvements, we have to move towards the target
condition as well as fight the occasional fire .
• We have to get really good at finding out what we don’t already
know.
Created by: Bret Bakensztos, Feb/2012 6

7. Some managers choose an even more
Radical Approach…
Created by: Bret Bakensztos, Feb/2012 7

8. RADICAL
PERSONAL
IMPLEMENTING AGENDA
MULTIPLE COUNTER-
MEASURES AT ONCE
MOVE ON TO I’m gonna
YOUR NEXT be a hero!
CHALLENGE
“CHALLENGE” RESTRUCTURING
INTERNAL
DEPARTMENTS
Created by: Bret Bakensztos, Feb/2012 8