Toyota Kataand

Lean Product Development

Kimio Inagaki

Theme

What is Lean Product What is Lean Product DevelopmentDevelopment

What is Lean Product What is Lean Product DevelopmentDevelopment2013

What is Toyota KataWhat is Toyota KataWhat is Toyota KataWhat is Toyota Kata

How can TK be applied to LPDHow can TK be applied to LPDHow can TK be applied to LPDHow can TK be applied to LPD

2014

History of Lean seen in Books

２００７２０ 04１９９６

２００７ ２０１２２００７

２００９

２００３ ２０１１ ２０１3

Lean Product Development

Fundamental Problem

Delay decision making

Don’t decide until problems solved

Solve Problems EarlySolve Problems Fast

Solving Problems Early - When?

ConceptualDesign

Detailed design

Production Preparation

Problems to be Solved Objective

Technical Capability

Knowledge

Gap

Success Assured（ Problems Solved ）

Solve Problems by PDCA CyclesCustomerCustomerValueValue

CustomerCustomerValueValue

TechTechCapabilityCapability

TechTechCapabilityCapability

BusinessBusinessObjectiveObjectiveBusinessBusinessObjectiveObjective

構想設計で効率的に問題解決する方法

問題発見

ポイントベース開発

セットベース開発

構想設計 詳細設計

問題解決完了

問題解決

問題解決

構想設計 詳細設計

Reasons for Point Based Design

IdeasSolutio

n

Knowledge Gap Analysis

Can we satisfy requirement?Is there evidence?

Clarify what we don’t knowFinding that out is top priorityBasis of task management in

fuzzy front end

Acquired by Evolution

Intolerance for Uncertainty

Most Important Knowledge in Front End

• Causal diagram

• Tradeoff curve

Golf driver

DistanceDistanceDistanceDistance

ForegivenForegivenessess

ForegivenForegivenessess

エネルギーエネルギー移転移転

エネルギーエネルギー移転移転

球速球速球速球速

回転数回転数回転数回転数

打球打球方向方向打球打球方向方向

仰角仰角仰角仰角

ロフトロフトロフトロフト

慣性モーメント慣性モーメント慣性モーメント慣性モーメント

Club Club speedspeedClub Club speedspeed

ヘッド軌跡ヘッド軌跡ヘッド軌跡ヘッド軌跡

HeadHeadwtwt

HeadHeadwtwt

Foregiveness

Head wt

Distance

Head wt

How to solve problems faster -1 　　

Our products are different, Our products are different, we have to build the whole we have to build the whole product to gain knowledge.product to gain knowledge.

Our products are different, Our products are different, we have to build the whole we have to build the whole product to gain knowledge.product to gain knowledge.

Create knowledge in small batchFast Learning Cycle

Look

Ask

Discuss Model

Act LAMDACycle

?

Cheap and Fast Learning

The Wright Brother’s CreativityThey 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

Setup cost

Test cost

Design parameter

TradeoffCurve

How to solve problems faster -(2) 　　

Don’t solve problems

Reuse knowledgeof past problem

solving あらゆる知識をＡ３形式で共有

Obstacles to LPD introduction

We don’t have time

Product development is stretched to limit

LPD will delay projects

Fear of unknownResistance to

change

Toyota Kata

Management Philosophy

• Most companiesMake good product for customers

It’s not the strong but those who change that survive

• ToyotaSurvive long term by improving and evolving capabilities to make products for customers

How can we adapt to change?

Few peopleSometimes

Make big changesOn a whim

ManyAlways

Keep makingsmall changessystematically

＜

How can we keep changing

Change Mindset↓

Change Culture↓

Change Behaior↓

Constant change

Kata↓

Change behavior↓

Constant change↓

Change mindset↓

Change culture

New neuron circuit

RepeatPattern

Toyota Kata

Improvement Kata Coaching Kata

Improvement Kata

現状現状現状現状

ターゲットターゲット状態状態

ターゲットターゲット状態状態

Two thinking modes

Problem Solving Mode• Don’t know path

Unknown

Unknown

Territory

Territory

Unknown

Unknown

Territory

Territory

WhereWhere

WeWe

AreAreWhereWhere

WeWe

AreAre

WhereWhere

we we

wantwant

totogogo

WhereWhere

we we

wantwant

totogogo

Implementation mode• Planning • Execution 解決策の実行

解決策の実行

解決策の実行

解決策の実行

計画計画計画計画

Improvement Kata

CCCCCCCC

Vision

ObstObstacleacleObstObstacleacle

ChallengeChallengeChallengeChallenge

Strateg

y

Executio

n

ThemeTCTCTCTC

Vision(Direction)

Company’s long term purpose

Strategic direction

Challenge

1/2 to 1 year Goal Seems impossible but not absolutely

so

Path is unknown

Goal to Win

Intention Behind TC

Limits of current knowledge

NextTC

Challenge

Paradigm

Why it can't be done↓

How can we do it

CC

TCFear of unknownKata

Moving to TC

CCCCCCCC

TCTCTCTC

Limits of vision

Next stepMeet unpredicted obstacles which changes action

Intention behind heijunka pattern

Demand ：Ａ，Ｂ，Ｃ，Ｄ，Ｅ　　　 ８ , １６，４，６，３

Time

Pattern

Pattern is TC

Surface Problems

Reach today’s target

Know where to improve for long term survival

SchedulerOptimum

Plan

PDCA Cycle

1. Ｐ：Hypothesis （ Prediction ）

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

現状現状現状現状

ターゲットターゲット状態状態

ターゲットターゲット状態状態

PDC

A

PDC

A

PDC

A

PDC

A

PDC

A

PDC

A

Try ideas outside of common sense

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

How can you know anything if you haven’t even tried?

The Japanese are too fearful of failure

Coaching kataTeaching IK

What is CK

メンター　弟子

Mentor and Mentee

CCCCCCCC

TCTCTCTC

Neve teach solutionPush for deeper understanding of CC

Following Katga is more important than good solution

ç√ç√

ç√ç√

Mentor

Mentee

The 5 Questions

PDC

A

次の実験とコーチングの時期確認

5. そのステップから学んだことをいつ見に行けるか。

焦点の確認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。

次のＰＤＣＡ実験

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。

目標再確認1. ターゲット状態は何か

2. 現在の実際の状況はどうか 前回の実験の振り返り

Application of Toyota Kata to Lean Product Development

2 Approaches to Product Development Transformation

Problem solving mode•Use improvement kata

Unknown Territory

Unknown Territory

Unknown Territory

Unknown Territory

CCCCCCCC

ありたありた

い姿い姿ありたありた

い姿い姿Implementation Mode

• Planning• Execution 解決策の実行

解決策の実行

解決策の実行

解決策の実行

計画計画計画計画

Application of Improvement Kata to productDevelopment Transformation

CCCCCCCC

Vision

ObstObstacleacleObstObstacleacle

ChallengeChallengeChallengeChallenge

Strateg

y

PD Process

Transform

atio

n

Mid term

Goal for

Product

developmen

t

TCTCTCTC

Transforming to LPD

• Challenge 3 year out

• TC

• Experiment

• Overcome obstacles

• Standardize

PD productivity 4x PD LT 1/3

New product sale ration 2XProfitability 2x

zero loopback

Zero overtime

Employee satisfaction up

knowledge reuse 3x

Turnover 1/5

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

Transforming to LPD

• Challenge 3 year out

• TT 6 months out

• Experiment

• Overcome obstacles

• Standardize

Trail in pilot projects

Make A3

Make tradeoff curves

Make test bed

あらゆる知識をＡ３形式で共有

Transforming to LPD

• Challenge 3 year out

• TT 6 months out

• Experiment

• Overcome obstacles

• Standardize

現状現状現状現状

ターゲットターゲット状態状態

ターゲットターゲット状態状態

見える範囲

次のステップ

障害

方針 組織の壁

教育不足 トップの理解

信頼不足

制度

Transforming to LPD

• Challenge 3 year out

• TT 6 months out

• Experiment

• Overcome obstacles

• Standardize

開発承認開発承認

IEIE

A3 　　　顧客関心事A3 　　 情報

A3 　　　提案

A3 　　　顧客関心事

A3 　　　意思決定

A3 　　　情報A3 　　　試験結果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

知識ライブラリー開発段階

No

No

Yes

Yes

Example of using TK for PD- Philips

現状把握知識検索が困難

主要な障害を発見し対策を取る

ナレッジ・マネジメントプロセスが定着せず

ターゲット状態に向けてＰＤＣＡ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

• Toyota Kata （ M Rother ）

• Toyota Kata website

• http://www-personal.umich.edu/~mrother/Homepage.html

End