Toyota Kata
and
Lean Product Development
Lean Product Development
Lean Product Development
Kimio Inagaki
Theme
2013

What isis Lean Product Development
What Lean Product Development

What isis Toyota Kata
What Toyota Kata

How ...
History of Lean seen in Books

2003

2011

2007

1996

20 04

2012

2007

2007

201
3

2009
Lean Product Development
Fundamental Problem
Delay decision making

Don’t decide until
problems solved

Solve Problems Early
Solve Problems Fast
Solving Problems Early - When?

Conceptual
Design

Detailed design
Production Preparation
Problems to be Solved
Objective
Business
Business
Objective
Objective

Customer
Customer
Value
Value

Solve Problems by PD...
構想設計で効率的に問題解決する方法
ポイントベース開
発
構想設計
問題発見

セットベース開
発
構想設計

問題解決

詳細設計
問題解決

詳細設計

問題解決
完了
Reasons for Point Based Design

Intolerance for Uncertainty

Acquired by Evolution
Knowledge Gap Analysis
Can we satisfy r...
Most Important Knowledge in Front End

•

Causal diagram

•

Tradeoff curve
Golf driver
Distance
回転数
回転数

ロフト
ロフト

仰角
仰角

Head wt

Distance
Distance

Club
Club
speed
speed

球速
球速
慣性モーメント
慣性モーメント

Fo...
How to solve problems faster -1   
Create knowledge in small batch
Fast Learning Cycle
Our products are different, we have...
The Wright Brother’s Creativity

They were creative because they didn't have money
Get Set Based Knowledge

•
•
•

Get knowledge fast and cheaply
Explore wide design space
Point to line to surface

Test co...
How to solve problems faster -(2)   
Don’t solve problems
Reuse knowledge
of past problem solving

あらゆる知識をA3形式で共有
Obstacles to LPD introduction
Product development is stretched to limit

We don’t have time
LPD will delay projects

Fear ...
Toyota Kata
Management Philosophy
•

Most companies
Make good product for customers

It’s not the strong but those who change that sur...
How can we adapt to change?

Few people
Sometimes
Make big changes
On a whim

<

Many
Always
Keep making
small changes
sys...
How can we keep changing
New neuron circuit

Change Mindset
↓
Change Culture
↓
Change Behaior
↓
Constant change
Repeat
Pat...
Toyota Kata

Improvement Kata

Coaching Kata
ターゲット
ターゲット
状態
状態

現状
現状

Improvement Kata
Two thinking modes

•
•

Implementation mode
Planning
Execution
画
計画
計

ere
hhere
W e
W e
w t
w nt
waan
w o
t to
o
ggo

行
...
Vision

Improvement Kata

Challenge
Challenge

me
he
T

TC
TC
Obstacl
Obstacl
ee

CC
CC

xe
E

i on
cut

egy
at
tr
S
Vision(Direction)
Company’s long term purpose

Strategic direction
Challenge
1/2 to 1 year Goal
Goal to Win

Path is unknown

Seems impossible but not
absolutely so
Intention Behind TC
Why it can't be done
↓
Limits of current knowledge
How can we do it

Challenge

Paradigm

Next
TC

Kat...
Moving to TC
TC
TC

Limits of vision

Next step

CC
CC

Meet unpredicted obstacles
which changes action
Intention behind heijunka pattern
Demand :A,B,C,D,E
   
8 , 16,4,6,3
Pattern

Scheduler
Optimum Plan

Time

Reach today’s ...
PDCA Cycle
Try ideas outside of common sense
1 . P: Hypothesis ( Prediction )

A P
C D

2. D: Try hypothesis ( Act )
3. C:...
Culture to promote experimentation
Between two who took the same time solving a problem, I choose
one who failed 10 times ...
Coaching kata
Teaching IK
Teaching IK
What is CK

メンター 弟子
Mentor and Mentee
Neve teach solution
Push for deeper understanding of CC
Following Katga is more important than good solu...
The 5 Questions
1. ターゲット状態は何か
2. 現在の実際の状況はどうか

3. ターゲット状態達成を妨げて
いる障害は何か。そのどれに取り
組んでいるのか。

4. 次のステップ(次のPDCA
サイクルの開始)は何か。その結...
Application of Toyota Kata to Lean
Product Development
2 Approaches to Product Development Transformation

•
•

Implementation Mode
Planning
Execution
画
計画
計

行
実行
の実
策の
決策
解決
解...
Application of
Improvement Kata to product
Development Transformation
Development Transformation
Development Transformatio...
Transforming to LPD
Profitability 2x
•

New product sale ration 2X

Challenge 3 year out
PD productivity 4x

•

TC

•

Exp...
Transforming to LPD
•

Challenge 3 year out

•

TT 6 months out
Experiment

•

Overcome obstacles

•

Standardize

Using A...
Transforming to LPD
Make tradeoff curves

•

Challenge 3 year out

•

TT 6 months out

•

Trail in pilot projects

Experim...
Transforming to LPD
制度

•
•

組織の壁

方針

トップの理
解

教育不足

Challenge 3 year out

信頼不足

TT 6 months out

•

Experiment

•

Overc...
Transforming to LPD
•

Challenge 3 year out

開発段階

知識ライブラリー

A3    顧客関心事

A3    情報

•

TT 6 months out

A3    提案
No

•

Ex...
Example of using TK for PD- Philips

現状把握
知識検索が困難

ナレッジ・マネジメント
プロセスが定着せず

主要な障害を発見し
対策を取る

ターゲット状態に向けてP
DCAを繰り返す
Additional sources

•

開発戦略は「意思決定を遅らせろ!」(稲垣公夫)

•

Toyota Product Development System (Morgan, Liker)

•

Managing to Learn...
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Lean conference 2014 inagaki

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Translation of a speech given at Lean Conference 2014 in Tokyo on Jan 28, 2014 by Kimio Inagaki titled ' Toyota Kata and Lean Product development'

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  • リーンは生産から製品開発、ソフトへ広がった
    生産はトヨタウェイで限界と思ったらToyota Kata がブレークスルー
    金田先生
  • ポイントベース:少数の代替案をすぐに絞り込み、希望的観測で決め打ち
    セットベース:直感に反するが
  • 今日の私の話から一つだけ持ち帰るとしたら、このスライド
    不確実性への恐怖心:狩猟時代に身につけた
    宗教もこの本能に対する反応:不可思議な自然現象を説明する
    製品開発:アイデア、解決策を仮説として扱わず、飛びつく
  • 小難しいことと思われるだろうが、身近な例で説明する
  • ゴルフをやる人は?ピン:リーン開発を2001年から導入、因果関係図、トレードオフ曲線
    ヘッド重量、飛距離、直進性:従来の製品は自社の技術能力を使い切っていなかったことが読める
    60ヤードの半分を使ってダントツドライバー開発
  • 知識の大ロット生産:詳細設計、試作で検証する
    速く、安く獲得:ラピッドプロトタイピング、シミュレーション、部分試作
  • Toyota Kataも回答を出せないこと:不可能に思えるが絶対不可能ではないというチャレンジを誰が設定できるか、それができる人材をどう育成できるかが金田先生の話。
  • ターゲット状態はチャレンジに行く方向で、現在の知識の限界のちょっとだけ外に置く必要がある。そうすると現在地からそこへの行く道は見えないので、一歩ずつ道を探しながら進むしかない。ところが人間、知識の限界の外に踏み出すことに対しては道の恐怖がある。これを型で乗り越えようとするのが意図だ。型を使うと安心して道の領域に挑戦でき、そうすると今までの常識や思い込みを脱却でき、できない理由を考えていたのを「どうしたらできるのか」考えるという思考モードを変えることができる。これから見ると、トヨタの型こそが日本型のイノベーションではないか。
  • 車の混流生産でLT短縮方法
    ローサーが平準化パターンを教えるが必ず崩壊する:生産計画未達
  • スポーツのコーチングと同じ
  • Lean conference 2014 inagaki

    1. 1. Toyota Kata and Lean Product Development Lean Product Development Lean Product Development Kimio Inagaki
    2. 2. Theme 2013 What isis Lean Product Development What Lean Product Development What isis Toyota Kata What Toyota Kata How can TK be applied to LPD How can TK be applied to LPD 2014
    3. 3. History of Lean seen in Books 2003 2011 2007 1996 20 04 2012 2007 2007 201 3 2009
    4. 4. Lean Product Development
    5. 5. Fundamental Problem Delay decision making Don’t decide until problems solved Solve Problems Early Solve Problems Fast
    6. 6. Solving Problems Early - When? Conceptual Design Detailed design Production Preparation
    7. 7. Problems to be Solved Objective Business Business Objective Objective Customer Customer Value Value Solve Problems by PDCA Cycles Knowledge Gap Tech Tech Capability Capability Technical Capability Success Assured ( Problems Solved )
    8. 8. 構想設計で効率的に問題解決する方法 ポイントベース開 発 構想設計 問題発見 セットベース開 発 構想設計 問題解決 詳細設計 問題解決 詳細設計 問題解決 完了
    9. 9. Reasons for Point Based Design Intolerance for Uncertainty Acquired by Evolution Knowledge Gap Analysis Can we satisfy requirement? Is there evidence? Clarify what we don’t know Finding that out is top priority Basis of task management in fuzzy front end Ideas Solution
    10. 10. Most Important Knowledge in Front End • Causal diagram • Tradeoff curve
    11. 11. Golf driver Distance 回転数 回転数 ロフト ロフト 仰角 仰角 Head wt Distance Distance Club Club speed speed 球速 球速 慣性モーメント 慣性モーメント Foregiveness エネルギー エネルギー 移転 移転 Foregiveness Foregiveness 打球 打球 方向 方向 Head wt ヘッド軌跡 ヘッド軌跡 Head Head wt wt
    12. 12. How to solve problems faster -1    Create knowledge in small batch Fast Learning Cycle Our products are different, we have to Our products are different, we have to build the whole product to gain build the whole product to gain knowledge. knowledge. Look Act Discuss LAMDA Cycle Ask ? Model Cheap and Fast Learning
    13. 13. The Wright Brother’s Creativity They were creative because they didn't have money
    14. 14. Get Set Based Knowledge • • • Get knowledge fast and cheaply Explore wide design space Point to line to surface Test cost Tradeoff Curve Setup cost Design parameter
    15. 15. How to solve problems faster -(2)    Don’t solve problems Reuse knowledge of past problem solving あらゆる知識をA3形式で共有
    16. 16. Obstacles to LPD introduction Product development is stretched to limit We don’t have time LPD will delay projects Fear of unknown Resistance to change
    17. 17. Toyota Kata
    18. 18. Management Philosophy • Most companies Make good product for customers It’s not the strong but those who change that survive • Toyota Survive long term by improving and evolving capabilities to make products for customers
    19. 19. How can we adapt to change? Few people Sometimes Make big changes On a whim < Many Always Keep making small changes systematically
    20. 20. How can we keep changing New neuron circuit Change Mindset ↓ Change Culture ↓ Change Behaior ↓ Constant change Repeat Pattern Kata ↓ Change behavior ↓ Constant change ↓ Change mindset ↓ Change culture
    21. 21. Toyota Kata Improvement Kata Coaching Kata
    22. 22. ターゲット ターゲット 状態 状態 現状 現状 Improvement Kata
    23. 23. Two thinking modes • • Implementation mode Planning Execution 画 計画 計 ere hhere W e W e w t w nt waan w o t to o ggo 行 実行 の実 策の 決策 解決 解 wnn no y kknow rry Unn rritioo U e rr t Te T ere hhere W e W e W W re A re A • Problem Solving Mode Don’t know path
    24. 24. Vision Improvement Kata Challenge Challenge me he T TC TC Obstacl Obstacl ee CC CC xe E i on cut egy at tr S
    25. 25. Vision(Direction) Company’s long term purpose Strategic direction
    26. 26. Challenge 1/2 to 1 year Goal Goal to Win Path is unknown Seems impossible but not absolutely so
    27. 27. Intention Behind TC Why it can't be done ↓ Limits of current knowledge How can we do it Challenge Paradigm Next TC Kata Fear of unknown CC TC
    28. 28. Moving to TC TC TC Limits of vision Next step CC CC Meet unpredicted obstacles which changes action
    29. 29. Intention behind heijunka pattern Demand :A,B,C,D,E     8 , 16,4,6,3 Pattern Scheduler Optimum Plan Time Reach today’s target Pattern is TC Surface Problems Know where to improve for long term survival
    30. 30. PDCA Cycle Try ideas outside of common sense 1 . P: Hypothesis ( Prediction ) A P C D 2. D: Try hypothesis ( Act ) 3. C: Compare results ( Evidence ) 4. A: Adopt if proved, back to 1 if disproved 検証されたら A P C D A P C D 現状 現状 A P C D A P C D ターゲット ターゲット 状態 状態 A P C D
    31. 31. Culture to promote experimentation Between two who took the same time solving a problem, I choose one who failed 10 times over one who solved without one failure The Japanese are too fearful of failure How can you know anything if you haven’t even tried?
    32. 32. Coaching kata Teaching IK Teaching IK
    33. 33. What is CK メンター 弟子
    34. 34. Mentor and Mentee Neve teach solution Push for deeper understanding of CC Following Katga is more important than good solution Mentor Mentee ç√ ç√ CC CC TC TC
    35. 35. The 5 Questions 1. ターゲット状態は何か 2. 現在の実際の状況はどうか 3. ターゲット状態達成を妨げて いる障害は何か。そのどれに取り 組んでいるのか。 4. 次のステップ(次のPDCA サイクルの開始)は何か。その結 果はどうなると思うか。 5. そのステップから学んだこと をいつ見に行けるか。 目標再確認 前回の実験の振り返り 焦点の確認 次の PDCA実験 次の実験と コーチングの時期確認 A P C D
    36. 36. Application of Toyota Kata to Lean Product Development
    37. 37. 2 Approaches to Product Development Transformation • • Implementation Mode Planning Execution 画 計画 計 行 実行 の実 策の 決策 解決 解 た りた あ り姿 あい 姿 い rry ttoo y rrrrii ee T n T wn noow nkkn Un U CC CC Problem solving mode • Use improvement kata
    38. 38. Application of Improvement Kata to product Development Transformation Development Transformation Development Transformation Vision Challenge Challenge TC TC Obstacl Obstacl ee CC CC ess roc tion P a PD sform ran T egy at tr S erm d t for i M al o ct G du ro ment P op el de v
    39. 39. Transforming to LPD Profitability 2x • New product sale ration 2X Challenge 3 year out PD productivity 4x • TC • Experiment • Overcome obstacles • Standardize PD LT 1/3 zero loopback knowledge reuse 3x Employee satisfaction up Turnover 1/5 Zero overtime
    40. 40. Transforming to LPD • Challenge 3 year out • TT 6 months out Experiment • Overcome obstacles • Standardize Using A3 to record knowledge • • • Using A3 for problem solving • Using tradeoff curves • Always doing knowledge gap analysis
    41. 41. Transforming to LPD Make tradeoff curves • Challenge 3 year out • TT 6 months out • Trail in pilot projects Experiment Make test bed • Overcome obstacles • Standardize Make A3 あらゆる知識をA3形式で共有
    42. 42. Transforming to LPD 制度 • • 組織の壁 方針 トップの理 解 教育不足 Challenge 3 year out 信頼不足 TT 6 months out • Experiment • Overcome obstacles • 見える範囲 Standardize 次のステッ プ 現状 現状 ターゲット ターゲット 状態 状態 障害
    43. 43. Transforming to LPD • Challenge 3 year out 開発段階 知識ライブラリー A3    顧客関心事 A3    情報 • TT 6 months out A3    提案 No • Experiment A3    顧客関心事 開発承認 開発承認 Yes A3    意思決定 • • Overcome obstacles Standardize A3    情報 A3    試験結果 IE IE Yes N o A3    意思決定 A3    状況 A3  プロジェクト  インテグレーション A3   チェックシート A3    情報 A3    試験結果 A3    意思決定 A3    状況
    44. 44. Example of using TK for PD- Philips 現状把握 知識検索が困難 ナレッジ・マネジメント プロセスが定着せず 主要な障害を発見し 対策を取る ターゲット状態に向けてP DCAを繰り返す
    45. 45. Additional sources • 開発戦略は「意思決定を遅らせろ!」(稲垣公夫) • Toyota Product Development System (Morgan, Liker) • Managing to Learn • Toyota Kata ( M Rother ) • Toyota Kata website • http://www-personal.umich.edu/~mrother/Homepage.html
    46. 46. End

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