Toyota Kata in a bigger context of Continuous Improvement
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In this workshop we took the participants on a journey to help them better understand Toyota Kata in the context of Continuous Improvement. We used The Toyota Way 2001 to paint that bigger context.
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Toyota Kata in a bigger context of Continuous Improvement
- 1. Lean Management Teachers 1 Pre-Conference Workshop, November 7th, 2017 Inspiration session Continuous Improvement Introducing Toyota Kata in a bigger context © www.leanmanagement.nl A big THANK YOU to the organizers!
- 5. Lean Management Teachers Back to Basics © www.leanmanagement.nl 5
- 6. Lean Management Teachers Process Thinking PROCESS RESULTS © www.leanmanagement.nl 6
- 8. Lean Management Teachers Process Thinking BETTER PROCESSES BETTER RESULTS © www.leanmanagement.nl 8
- 10. Lean Management Teachers Process Thinking BETTER EMPLOYEES BETTER PROCESSES Capable & Motivated © www.leanmanagement.nl 10
- 11. Lean Management Teachers Process Thinking ??? BETTER EMPLOYEES Capable & Motivated © www.leanmanagement.nl 11
- 12. Lean Management Teachers Source: State of the Global Workplace Gallup work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. are essentially “checked out.” They’re sleepwalking through their workday, putting time — but not energy or passion — into their work. aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish. 1 Engaged employees 2 Not Engaged employees 3 Actively Disengaged employees © www.leanmanagement.nl 12
- 13. Lean Management Teachers Source: State of the Global Workplace Gallup © www.leanmanagement.nl 13
- 14. Lean Management Teachers Source: State of the Global Workplace Gallup © www.leanmanagement.nl 14
- 16. Lean Management Teachers 16 People that go away do not leave their organization but their manager. © www.leanmanagement.nl
- 17. Lean Management Teachers Process Thinking ??? BETTER EMPLOYEES Capable & Motivated © www.leanmanagement.nl 17
- 18. Lean Management Teachers Process Thinking BETTER MANAGE- MENT BETTER EMPLOYEES Capable & Motivated © www.leanmanagement.nl 18
- 22. Lean Management Teachers Process Thinking4 Processes Results Employees Capable & Motivated Managers Leaders TOOLS SKILLS MINDSET CULTURE © www.leanmanagement.nl 22 SPIRIT
- 23. Lean Management Teachers What are the unseen managerial routines and thinking that lie behind Toyota's success with continuous improvement and adaptation? “In this booklet we have identified and defined the company’s fundamental DNA, which summarizes the unique and outstanding elements of our company culture and succes.” Mike Rother Fujio Cho © www.leanmanagement.nl 23
- 24. Lean Management Teachers 2 Pillars, 5 Keywords Challenge Kaizen Genchi Genbutsu Respect Teamwork The Toyota Way 2001 Moral Foundation © www.leanmanagement.nl 24 Continuous Improvement Respectfor People
- 25. Lean Management Teachers Challenge We form a long-term vision, meeting challenges with courage and creativity to realize our dreams. © www.leanmanagement.nl 25 http://www.toyota-global.com/sustainability/report/archive/sr09/ Page 54
- 26. Lean Management Teachers Challenge We form a long-term vision, meeting challenges with courage and creativity to realize our dreams. © www.leanmanagement.nl 26 http://www.toyota-global.com/sustainability/report/archive/sr09/ Page 54
- 27. Lean Management Teachers Kaizen We improve our business operations continuously, always driving for innovation and evolution. © www.leanmanagement.nl 27 http://www.toyota-global.com/sustainability/report/archive/sr09/ Page 54
- 28. Lean Management Teachers Genchi Genbutsu We practice genchi genbutsu... go to the source to find the facts to make correct decisions, build consensus and achieve goals at our best speed. © www.leanmanagement.nl 28 http://www.toyota-global.com/sustainability/report/archive/sr09/ Page 54
- 29. Lean Management Teachers Respect We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. © www.leanmanagement.nl 29 http://www.toyota-global.com/sustainability/report/archive/sr09/ Page 54
- 30. Lean Management Teachers Respect We want to not only show respect to our people, the same way we want to show respect to everyone we meet in life, we also want to respect their humanity, what it is that makes us human, which is our ability to think and feel –we have to respect that humanity in the way we design the work, so that the work enables their very human characteristics to flourish. Fujio Cho Speech by Fujio Cho, Toyota Chairman, 1997. Translation by John Shook © www.leanmanagement.nl 30
- 31. Lean Management Teachers Teamwork We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance. © www.leanmanagement.nl 31 http://www.toyota-global.com/sustainability/report/archive/sr09/ Page 54
- 32. Lean Management Teachers 5 Keywords Challenge Kaizen Genchi Genbutsu Respect Teamwork The Toyota Way 2001 Moral Foundation © www.leanmanagement.nl 32 Continuous Improvement Respectfor People
- 33. Lean Management Teachers What are the unseen managerial routines and thinking that lie behind Toyota's success with continuous improvement and adaptation? “In this booklet we have identified and defined the company’s fundamental DNA, which summarizes the unique and outstanding elements of our company culture and succes.” © www.leanmanagement.nl 33
- 34. Lean Management Teachers Understand the Direction Grasp the Current Condition Establish Target Condition Experiment towards Target Condition Target Condition HT DT ?! Coaching Cycles Story Board 5V ? ! ImprovementKataCoachingKata Pattern of work and thinking © www.leanmanagement.nl 34
- 35. Lean Management Teachers Building block of an organization Teach Coaching Kata Improve Improvement Kata Improver (Employee) Coach (Manager) © www.leanmanagement.nl 35
- 36. Lean Management Teachers Chain of Stories 2nd Coach (Manager) Coach (Manager) Improver (Team leader) Improver (Team leader) Improver (Team leader) Coach (Manager) Improver (Team leader) Team Team Team Team © www.leanmanagement.nl 36
- 37. Lean Management Teachers What do we practice with Toyota Kata? Teach With the Coaching Kata Improve With the Improvement Kata Improver (Mentee) Coach (Mentor) © www.leanmanagement.nl 37
- 38. Lean Management Teachers What do we practice with Toyota Kata? Coaching Cycli Story Board 5V ? ! CoachingKata Begrijpde Richting Begrijpde Huidige Toestand Vastleggen volgende Doeltoestand PDCARichting Doeltoestand Doel Toestand HT DT ?! VerbeterKata Continuous Improvement Respectfor People Challenge Kaizen Genchi Genbutsu Respect Teamwork The Toyota Way 2001 Moral Foundation © www.leanmanagement.nl 38 Improver (Mentee) Coach (Mentor)
- 39. Lean Management Teachers What are the unseen managerial routines and thinking that lie behind Toyota's success with continuous improvement and adaptation? “In this booklet we have identified and defined the company’s fundamental DNA, which summarizes the unique and outstanding elements of our company culture and succes.” © www.leanmanagement.nl 39
- 40. Lean Management Teachers A Better World Today © www.leanmanagement.nl 40
- 41. Lean Management Teachers A Better World © www.leanmanagement.nl 41 We form a long-term vision, meeting challenges with courage and creativity to realize our dreams. Today We improve our business operations continuously, always driving for innovation and evolution. We practice genchi genbutsu... go to the source to find the facts to make correct decisions, build consensus and achieve goals at our best speed. We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance. Leadership (Self) Management Adapted from The Toyota Way 2001
- 42. Lean Management Teachers A Better World Today © www.leanmanagement.nl 42 You are invited to join on Paul Bos
Notas do Editor
- Wie is hier omdat je hier in de organisatie mee aan de gang bent? Wie is hier omdat hij gehoord heeft dat dit interessant zou kunnen zijn? Wie heeft al 1 van deze boeken gelezen?
- There are patterns in our organizations that make that engagement disappears instead of growing it.