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Toyota Kata
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Toyota Kata:
Keith Deibert
Manufacturing & Technology Solutions
Business Advisor
2329 N Career Ave Ste 117 Sioux Falls, SD 57107 605-202-0641 (cell) www.usd.edu/mts
Introduction & Bio
Toyota Kata: Managing People for Improvement
Lean Implementation
Lean Toyota Way
= ?
Toyota Way =
Toyota Production System
+ Toyota Kata
Kata: Improvement Kata Coaching Kata
True North
Lean: Toyota Production System
Catalyst to Effectiveness
Toyota Kata Mike Rother
Toyota Way Results
US companies start to implement Lean to close the gap
Lean Implementation • Lean Companies
– Use Lean Tools
• Toyota Production System
– Create a Value Stream Map (VSM)
• Current State VSM
• Future State VSM
• Project Plan – What
– When
– Who
• Metrics
Value Stream Improvement & Process Improvement
Stamping Welding Assembly
Process Process Process Customer
Raw Material
Finished Product
process
process
Go See Scheduling
18,400/20=920
p. 32-33
Learning To See
Current State VSM
Go See Scheduling
18,400/20=920
p. 32-33
Learning To See
Buy Loop Plan Loop
Fab Loop Assembly Loop is
Pacemaker
Per shift
p. 78-79
Learning To See
Future State VSM
Project Plan
Project: ACME Stamping Champion: Joe Team Leader: Matt Ray
Team Members: Bill, Bob, Jill , Christi, Rickie, Robin , Mike
Item # Problem To Be Resolved Possible Solutions Responsible
Party
Date to be
completed
Progress Results (Please Quantify) 1 2 3 4
1 1 S Plan, including Red Tag Matt/Christi Completed 1 2 3 4
1a 3 S Implemented Matt/Christi 31-May 1 2 3 4
2 Trim Table Reliability Robin 1-Jun 1 2 3 4
3 Oven capacity - not enough Rick 1-Jun 1 2 3 4
4 Paint capacity Dean 8-Jun 1 2 3 4
4a Paint Change Over Dean/Matt need date 1 2 3 4
Lean Implementation • Project Results
– Great enthusiasm out of the gate
– Great initial progress
– Partial implementation of project plan
– Less improvement than predicted
– Reverts back over time to old ways
– Impact on culture not adequate
Lean Implementation • Toyota Way
– Create a Value Stream Map (VSM)
• Set Target Condition
• Improvement Kata
• Coaching Kata
• Rapid PDCA cycles
Kata • Kata (noun); The word stems from basic
forms of movement in martial arts, which are handed down from master to student over generations.
– A way of doing something; a method/routine
– A pattern
– A standard form of movement
– A predefined, or choreographed, sequence of movements
A way of keeping two things in alignment or synchronization with one another.
Where is the focus?
Nature of people’s
actions at the process
Process outcomes Consequences
Means Results
A lot of Toyota’s management focus is here
A lot of our management focus is here.
Production quantity Quality Cost Productivity Etc.
True North
Current Condition
Vision
• 0 Defects • 100% Value Added • 1 X 1 Flow, in sequence, on demand • Security for people
Toyota’s Long Term Goals
Philosophy and Direction
Current Condition
Vision
(Vague)
Target
Condition
Where do we want to be next? Detailed and specific
Moving Toward the Target Condition
Current Condition
Target Condition
It is easier to set a target condition…..
…than to roll up our sleeves and do the hard work required to achieve it.
Once Under Way….More details come clear
Current Condition
Vision Unclear Territory
? ? ? ?
When you get here you will know more.
Number One: Assume the Path is Unclear
Outcomes
Only checking the outcomes produces little learning!
Go and See
Every Step a PDCA
No problem to small to solve – dozens of PDCA steps.
Many rapid cycles of PDCA with quick understanding of effectiveness: PDCheckA.
Go and See
The Improvement Kata
Improvement Kata
Improvement Kata is a mental model
Current Condition
Target Condition
Problems & Obstacles
? ? ? ?
Next Step
Must be understood and measurable
Must be clear
Must be descriptive, clear, measurable and fixed in timing and content.
Toyota’s Mentor/Mentee Approach
Coaching Kata
Mentee uses Improvement Kata under guidance of the Mentor
The Improvement Kata and Coaching Kata
Mentor/mentee dialogue (the coaching kata) to teach the improvement kata.
PDCA PDCA PDCA PDCA PDCA PDCA PDCA
The Improvement Kata and Coaching Kata
Steps of Toyota’s Practical Problem Solving
1. Pick Up the Problem: Problem Consciousness
– Identify the problem that is the priority.
2. Grasp the Situation (Go and See)
– Clarify the problem.
• What should be happening?
• What is actually happening?
• Break the problem into individual problems if necessary.
– If necessary use temporary measures to contain the abnormal occurrence until the root cause can be addressed.
– Locate the point of cause of the problem. Do not go into cause investigation until you find the point of cause.
– Grasp the tendency of the abnormal occurrence at the point of cause.
3. Investigate Causes
– Identify and confirm the direct cause of the abnormal occurrence.
– Conduct a 5-Why investigation to build a chain of cause/effect relationships to root cause.
– Stop at the cause that must be addressed to prevent recurrence.
4. Develop and Test Countermeasures
– Take one specific action to address the root cause.
– Try to change only one factor at a time, so you can see correlation.
5. Follow Up
– Monitor and confirm results.
– Standardize successful countermeasures.
– Reflect. What did we learn during this problem-solving process?
Steps of Toyota’s Practical Problem Solving
The Leadership Difference
Coaching Kata
The Improvement Kata at all levels
The Coaching Kata at all levels
The Five Questions of a Coaching Cycle
1. What is the target condition? (The Challenge)
– What do we expect to be happening?
2. What is the actual condition now?
– Is the description of the current condition measurable?
– What did we learn from the last step?
– Go and see for yourself. Do not rely on reports.
3. What problems or obstacles are now preventing
you from reaching the target condition? Which
one are you addressing now?
– Observe the process or situation carefully.
– Focus on one problem or obstacle at a time.
– Avoid Pareto paralysis. Do not worry too much about
finding the biggest problem right away. If you are
moving ahead in fast cycles, you will find it soon.
4. What is your next step? (Start of next PDCA cycle)
– Take only one step at a time, but do so in rapid cycles.
– The next step does not have to be the most beneficial, biggest, or most important. Most important is that you take a step.
– Many next steps are further analysis, not countermeasures.
– If next step is more analysis, what do we expect to learn?
– If next step is a countermeasure, what do we expect to happen?
5. When can we go and see what we have learned from taking
that step?
– As soon as possible. Today is not too soon.
How about we go and take that step now?
(Strive for rapid cycles!)
The Five Questions of a Coaching Cycle
Training Levels
Beyond What We Can See
Current Condition
Target Condition
Unclear Territory Next Step
Improvement Kata + Coaching Kata = Toyota Way
Current Condition
Vision • 0 Defects • 100% Value Added • 1 X 1 Flow, in sequence, • on demand • Security for people
• Lean Training
• Do a VSM Door to Door – Follow up with additional VSM/Kaizen projects
• Get Plan and Buy Loops in control – Make sure they are effective
• Get Make Loop(s) in control
– Implement Prerequisites: 5S, Standard Work, Quick Change Over, Stabilize processes
– Follow up with additional VSM/Kaizen projects
• Start the Lean Journey
• Toyota Way
What Do YOU Need to Do?
Keith Deibert
SD Manufacturing & Technology Solutions
605-202-0641
www.usd.edu/mts
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