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Toyota Kata Develop Continuous Improvement Culture
- 1. TOYOTA KATA develop a sustaining culture of Continuous Improvement in your organization
- 2. Some Quick History… Continuous Improvement efforts chronicled in this book and credited with coining the term…Lean Manufacturing
- 3. Lean Current Condition • Overproduction • Waiting • Transportation • Non-Value Added Processing • Inventory • Defects • Motion • Underutilized People Elimination of Waste
- 5. Shortcomings of our approach Current Condition • The energy and the gains are difficult to sustain and as a result of entropy. • There is not enough activity to facilitate a learning experience across the organization.
- 6. What is missing in our approach? The element of the Toyota Production System that has been difficult to recognize is the daily management and coaching routine that maintains focus and energy on the goal of improvement. There is activity at every process daily to advance the process toward the vision.
- 7. image from Lean Lexicon book
- 9. What is a KATA? A routine that is practiced deliberately in effort to make its pattern a habit.
- 13. National League Champs! Practice - Practice - Practice
- 14. The Talent Code by Daniel Coyle The right kind of practice moves us toward perfection
- 15. TOYOTA KATA 2 Kata Routines Improvement Kata – How we Improve Coaching Kata – How we support and maintain the Improvement Kata
- 16. IMPROVEMENT KATA A Continuous Improvement routine that occurs daily at all processes in the organization, to move each process toward its long-term vision or performance challenge. (+ develop capacity and focus)
- 18. The way forward is iterative & experimenting, aimed at a desired condition that we don’t yet know how we will achieve. Copyright: Mike Rother – Improvement KATA Handbook
- 25. COACHING KATA A routine that occurs daily in conjunction with the Improvement Kata to support and maintain it.
- 29. 29
- 34. Learn More about Toyota Kata! Attend a UT-CIS 1-day Toyota Kata Workshop: • Nashville – November 12, 2013 • Knoxville – January 28, 2014 • Memphis – January 30, 2014 • Cookeville – February 11, 2014 • Jackson – March 11, 2014 • Johnson City – May 20, 2014 Read the Toyota Kata Book! Visit Mike Rother’s Toyota Kata Homepage: http://www-personal.umich.edu/~mrother/Homepage.html Visit Lean Enterprise Institute’s Kata Page: http://www.lean.org/kata/ Join the Toyota Kata Learning Network on LinkedIn: http://www.linkedin.com/groups/Toyota-Kata-Learning-Network-TKLNin-4012704 Contact me: Dwaine Raper, UT-Center for Industrial Services phone: 423-741-4898 e-mail: dwaine.raper@tennessee.edu
- 35. Questions?
- 36. Dwaine Raper Solutions Consultant Northeast TN 423.741.4898 dwaine.raper@tennessee.edu www.cis.tennessee.edu
Notas del editor
- I tell about Mike Rother’s work with Lean since the late 80’s, the learning to see book, his work implementing lean at companies and his frustration with the system not “sticking”. So around 2003-2004, he began going back to Toyota Facilities to learn why lean/CI sustains as a part of their culture, when it does not at other places.
- Introduce the MEP system Lean House. Explain our typical way of implementing lean which includes lean overview training on the 8-Wastes and the tools we use to attack waste. We use to VSM to target the areas of improvement and we use the tools to attack the waste.
- So, we typically do a VSM early-on in a Lean implementation, we target areas to improve, we prioritize them and schedule kaizen events. The Kaizen events are usually done every 3 – 6 weeks, they include primarily a Lean Team with a few folks from the local area, we make significant improvements to the process/operation, and move across the plant to another process to target next.
- For the employees at the local operation, there is no structured continuing efforts focused on improving the process that keep them engaged. When something goes wrong with the newly configured operation, the easy answer is to revert back to the old way.
- Even the TPS house does not mention a management system for keeping focus on Continuous Improvement. “its just the way they work”
- The daily managementroutine that sustains focus on lean is the invisible element when you go-see how Toyota works. Its easy to see the tools and how they are implemented, so that’s what we have traditionally immulated.
- We were introduced to Toyota Kata by a GM at oneof our partner companies who had decided to implement Toyota Kata, and offered to have us observe, so we could help other TN companies embrace the practice. He asked if I had ever heard of Toyota Kata. I said “No” but I do know what “Kata” is. So, I tell my story about taking Isshinryu Karate at age 10. We practiced stretching and spelling I-S-S-H-I-N-R-Y-U for the first 3 weeks! (I still know how to spell it without hesitation) Then we began our first KATA. KATA in Karate is a routine of karate moves that is practiced in sequence and at a required pace (like a dance). The student must practice it and demonstrate it over and over until it is repeatedly demonstrated perfectly. Only then will the instructor will allow the student to graduate to add the second KATA. Through the practice, the routine become second nature. So, when sparring, the student instinctively uses the moves. There is no time to think about which move to use.(if you do, you will quickly be defeated). Toyota Kata is practicing the use of continuous improvement routine daily, with intent to make this pattern an instinctive way we deal with problems in the business as they arise (becoming adaptive).
- Subconscious (instinctive) responses are processed by our brains in billions of bits per secondConversely, we can only process deliberate thinking at a few thousand bits per second.1,000,000 time faster!
- My son (Mason) is the second from the right. This was the smallest team in the instructional league, but they practiced hitting for an hour before every game. They became the best hitting team in the league, and won the championship!
- Daniel Coyle studied hotbeds of talent. Examples: top tennis players from a very modest academy in Russia. Top soccer players from Brazil., etc He found that they all practice a lot (as expected) but it’s the way they practice that made the difference. They are “striving” to improve in their practice routine. The book opens with a story and a link to a little girl (Clarissa) practicing playing a song on the piano. She practices to failure in successive tries with amazing focus, until she puts it all together and plays the song perfectly from beginning to end. Its amazing.
- Trying to reach a goal beyond our current Knowledge threshold causes us to “strive” (which means fail and learn from it)
- I usually have a couple of MikeRother Toyota Kata Books that I give-out as door prizes when I present this slide (guess the closest number)I hand-out flyers promoting the upcoming TK classesI also print this sheet to hand-out