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Toyota Kata Unified Field Theory

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Macro perspective of Toyota Kata methodology, how it works to expand our Threshold of Knowledge, and attain new levels of performance.

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  • Dear Mr. Constantino, it is not clear to me if when you refer to “Unified Field Theory” you understand what you are refering to / talking about. For instance… From a psychological perspective, the “life space” of a process owner is the combination of all the factors that influences a person's behavior at any time. The interactions between process owner, his/her behavior and the environment make up a dynamic field, which means that the state of any part of the field depends on every other part of it. (Martin, 2003). There have been numerous efforts to quantify such interactions. From a physical perspective, a “field” describes the interaction of objects through field equations. For instance a gravitational field. Your “Toyota KATA Unified Field Theory” seems to describe solely the interaction of a process owner with several other “target oportunities”. But, what about the rest of the process owners in the organization? Could you explain the gravitational field of the solar system by describing solely the interaction between sun and earth? Could you explain such a field by neglecting the fact that other planets are turning around a sun which is also moving within a galaxy? And what about the dynamics of the galaxy? on and on… It is highly questionable that the election of an individual “target state” can be wisely made considering indivual process owners. What are the consequences of achieving a “target-state” for the rest of the organization? This is not explained by KATA. Target States are per definition contrary to the notion of an inter-dependent reality inherent to the nature of organizations / field theory. Until you don’t provide a quantifiable approach that describes such systemic interactions, you will not have a “unified field theory”. Until you do not provide equations that describe these interactions you will have nothing at all. For this reasons, chances are that the Toyota KATA and a “Unified Field Theory”, based on the notion of “Target States” such as described by Mr. Rother, becomes a Clay-Feet-Giant unable to create the necessary conditions for alignment. For these reasons (and some more) is KATA, as described by M. Rother, not the correct approach to create organizational alignment and cannot be used as backbone of Hoshin Kanri. You can contact me under @h4lean in twitter. Happy to continue the lean hard talk. Best Regards, J Villalba // Martin, John Levi (July 2003). "What Is Field Theory?". American Journal of Sociology. 109 (1): 1–49
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  • Bill, great job. Only suggestion is to show the Path of Discovery incrementally moving toward the TC as each obstacle is overcome and a new obstacle and PDCA experiment conducted. That is, ensure practitioners don't presume they know the sequence of obstacles to overcome, just the next obstacle.
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  • Bill, great job. Only suggestion is to show the Path of Discovery incrementally moving toward the TC as each obstacle is overcome and a new obstacle and PDCA experiment conducted. That is, ensure practitioners don't presume they know the sequence of obstacles to overcome, just the next obstacle.
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  • Bill, great job. Only suggestion is to show the Path of Discovery incrementally moving toward the TC as each obstacle is overcome and a new obstacle and PDCA experiment conducted. That is, ensure practitioners don't presume they know the sequence of obstacles to overcome, just the next obstacle.
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Toyota Kata Unified Field Theory

  1. 1. Toyota Kata UNIFIED FIELD THEORY A simplified macro model for understanding Toyota Kata By Bill Costantino, W3 Group LLC With permission – Mike Rother, Author Nov 23, 2011
  2. 2. TK - Unified Field Theory <ul><li>You Are Here!! </li></ul>
  3. 3. TK - Unified Field Theory continued Problems, wastes, and opportunities for improvement
  4. 4. TK - Unified Field Theory continued Current Knowledge Threshold
  5. 5. TK - Unified Field Theory continued Target Opportunities identified from a Waste Walk
  6. 6. TK - Unified Field Theory continued Possible Directions for Improvement
  7. 7. TK - Unified Field Theory continued Most Likely Direction for Improvement
  8. 8. TK - Unified Field Theory continued Most Likely Direction for Improvement
  9. 9. TK - Unified Field Theory continued 1) Vision for the Customer Vague, very long term Vision
  10. 10. TK - Unified Field Theory continued 1) Vision for the Customer 1a) Challenge with Metrics Vague, very long term Concrete, 1-3 year frame Vision Challenge
  11. 11. Common Approach to Improvement Your pre-existing bias for action
  12. 12. Common Approach to Improvement Your pre-existing bias for action Your preconceived ideas for improvement
  13. 13. Common Approach to Improvement Your pre-existing bias for action Your preconceived ideas for improvement
  14. 14. TK - Unified Field Theory continued 2) Grasp Current Condition Free of biases and preconceived notions!! Challenge Vision
  15. 15. Grasp the Current Condition
  16. 16. TK - Unified Field Theory continued Congratulations!! You’ve now grasped your Current Condition, hopefully free of biases and pre-conceptions. 2) Grasp Current Condition Vision Challenge
  17. 17. TK - Unified Field Theory continued 3) Set Next Target Condition N TC Challenging because it is beyond our Current Knowledge Threshold Vision Challenge
  18. 18. TK - Unified Field Theory continued Unclear Territory, The “Grey Zone” N TC ? ? ? ? ? ? ? ? ? Vision Challenge
  19. 19. TK - Unified Field Theory continued Potential Obstacles Recognized Obstacles N TC Vision Challenge
  20. 20. TK - Unified Field Theory continued 4) Rapid PDCA Cycles lead to Path of Discovery N TC Vision Challenge
  21. 21. TK - Unified Field Theory continued <ul><li>New Current State = Improved Perf </li></ul><ul><li>Closer to the Challenge / Vision </li></ul><ul><li>Expanded Knowledge Threshold </li></ul><ul><li>Increased Skill with Improvement Kata </li></ul>Vision Challenge
  22. 22. TK - Unified Field Theory continued Successive Target Conditions toward the Challenge Vision Challenge TC TC TC TC
  23. 23. TK - Unified Field Theory continued Role of Leadership to establish these Challenge Teaching this is management’s job… through practice. Vision TC TC TC TC
  24. 24. Thank You!! Comments, suggestions, and feedback are welcome at [email_address]

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