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    Toyota Kata Culture: Building Organizational Capability and Mindset through Kata Coaching
    Toyota Kata Culture: Building Organizational Capability and Mindset through Kata Coaching
    Toyota Kata Culture: Building Organizational Capability and Mindset through Kata Coaching
    Ebook225 pages1 hour

    Toyota Kata Culture: Building Organizational Capability and Mindset through Kata Coaching

    By Mike Rother and Gerd Aulinger

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    About this ebook

    Take advantage of your organization’s brainpower with Kata-driven continuous improvement

    “This is the first book I have read that provides a clear picture of what it takes to develop and mobilize creative capability across an organization, to achieve challenging goals.” Jeffrey K. Liker, author of The Toyota Way (from the Foreword)

    Nobody drives continuous improvement in real, tangible ways like Toyota, where everyone at every level works toward common, customer-related goals. At Toyota, continuous improvement is habitual.

    In his groundbreaking book Toyota Kata, Mike Rother revealed management practices that drive Toyota’s success in providing value to their customers. Now, Rother and coauthor Gerd Aulinger provide the routines and know-how for scaling these practices across your entire organization. It all builds on five simple foundational questions at every level:

    What is the target condition?
    What is the actual condition?
    What obstacles stand in the way of the target condition?
    What is the next step?
    What have you learned from taking that step?

    Illustrated cover to cover, Toyota Kata Culture helps you visualize exactly how these methods work—so you can start putting them into action right away. You’ll learn how to develop your own iterative process of trial and adjustment, build a deliberate, scientific-thinking culture that grows capability, and make aligned strategic continuous improvement part of everyday work.

    Achieve your goals and differentiate your organization by following the proven formula laid out in Toyota Kata Culture.

    LanguageEnglish
    PublisherMcGraw-Hill Education
    Release dateMay 19, 2017
    ISBN9781259860454
    Toyota Kata Culture: Building Organizational Capability and Mindset through Kata Coaching

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      Book preview

      Toyota Kata Culture - Mike Rother

      Copyright © 2017 by Mike Rother & Gerd Aulinger. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher.

      ISBN: 978-1-25-986045-4

      MHID: 1-25-986045-0.

      The material in this eBook also appears in the print version of this title: ISBN: 978-1-25-986044-7, MHID: 1-25-986044-2.

      eBook conversion by codeMantra

      Version 1.0

      All trademarks are trademarks of their respective owners. Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark. Where such designations appear in this book, they have been printed with initial caps.

      McGraw-Hill Education eBooks are available at special quantity discounts to use as premiums and sales promotions or for use in corporate training programs. To contact a representative, please visit the Contact Us page at www.mhprofessional.com.

      TERMS OF USE

      This is a copyrighted work and McGraw-Hill Education and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hill Education’s prior consent. You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited. Your right to use the work may be terminated if you fail to comply with these terms.

      THE WORK IS PROVIDED AS IS. McGRAW-HILL EDUCATION AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE. McGraw-Hill Education and its licensors do not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free. Neither McGraw-Hill Education nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom. McGraw-Hill Education has no responsibility for the content of any information accessed through the work. Under no circumstances shall McGraw-Hill Education and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages. This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise.

      Thank you to my many colleagues and to my family,

      with whom I get to experiment and learn.

      —Mike Rother

      I’m privileged to work with a number of companies who are

      kindly willing to experiment and learn together.

      And I am particularly grateful to my family, where our three

      children coach my wife, Mariecke, and me every day.

      —Gerd Aulinger

      Our special thanks to Mark Rosenthal

      and Professor Jeffrey Liker.

      We never know exactly what steps

      will lead to our goals, but we can practice

      and learn how to reach goals.

      FOREWORD

      by Professor Jeffrey K. Liker

      This is the first book I have read that provides a clear picture of what it takes to develop and mobilize creative capability across an organization, to achieve challenging goals.

      Toyota has been using something called policy deployment annually since the 1960s to align improvement activities toward company-level challenges. It works, but all their internal charts about policy deployment include two little acronyms that Toyota believes are necessary to make it work—PS and OJD. PS refers to problem solving, which is the scientific approach for turning your level’s objectives into a meaningful plan and then iteratively working toward improving processes to achieve these objectives. OJD refers to on-the-job development, which is the way your manager coaches you day by day to develop the skills for scientific PS.

      Without these competencies, policy deployment outside Toyota became just cascaded objectives for everyone to make the numbers however they could. The easiest path between your current situation and making the numbers is a straight line. Find things you already know how to implement and do them. Managers have been doing this since the dawn of bureaucracy, and they do make the numbers, but with little innovation and little real improvement in how the work gets done. That’s dangerous for any organization in the long run. Today we know that Toyota’s secret to driving real improvement, real thoughtful improvement, is PS and OJD. But this still begs the question: How do we do PS and OJD?

      In Toyota Kata (2009), Mike Rother gave us a critical piece of the puzzle we were missing. He introduced a clear and actionable approach to developing these competencies in real people, especially those who do not work for Toyota, so that the skills for continuous improvement become habitual. It turns out that there is a general approach for developing complex skills of any kind, which we have known about for centuries, and it applies equally well to developing the skills for improvement. If you want to know what that is, glance in at a piano lesson or watch a good coach teach their players. What has evolved over many years is a way of developing skilled musicians or athletes or artists or cooks or you name it, through deliberate practice.

      Step one is to define what mastery means. In the case of Toyota-style Lean, Rother defined mastery as a scientific approach to improvement, which, by the way, the master teachers at Toyota have been saying about the Toyota Production System for over 70 years. Step two is to break down any complex skill into teachable pieces, which

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