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.

1. Lean
Management
Teachers
1
Pre-Conference Workshop, November 7th, 2017
Inspiration session
Continuous Improvement
Introducing Toyota Kata in a bigger context
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A big
THANK YOU
to the organizers!

2. Lean
Management
Teachers
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3. Lean
Management
Teachers
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4. Lean
Management
Teachers
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5. Lean
Management
Teachers
Back to Basics
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6. Lean
Management
Teachers
Process Thinking
PROCESS RESULTS
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7. Lean
Management
Teachers
Process Thinking
PROCESS
BETTER
RESULTS
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8. Lean
Management
Teachers
Process Thinking
BETTER
PROCESSES
BETTER
RESULTS
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9. Lean
Management
Teachers
Process Thinking
???
BETTER
PROCESSES
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10. Lean
Management
Teachers
Process Thinking
BETTER
EMPLOYEES
BETTER
PROCESSES
Capable & Motivated
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11. Lean
Management
Teachers
Process Thinking
???
BETTER
EMPLOYEES
Capable & Motivated
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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
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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

15. Lean
Management
Teachers
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16. Lean
Management
Teachers
16
People that go away do not
leave their organization but
their manager.
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17. Lean
Management
Teachers
Process Thinking
???
BETTER
EMPLOYEES
Capable & Motivated
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18. Lean
Management
Teachers
Process Thinking
BETTER
MANAGE-
MENT
BETTER
EMPLOYEES
Capable & Motivated
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19. Lean
Management
Teachers
Process Thinking
???
BETTER
MANAGE-
MENT
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20. Lean
Management
Teachers
Process Thinking
BETTER
LEADER-
SHIP
BETER
MANAGE-
MENT
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21. Lean
Management
Teachers
Process Thinking
???
BETTER
LEADER-
SHIP
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22. Lean
Management
Teachers
Process Thinking4
Processes
Results
Employees
Capable & Motivated
Managers
Leaders
TOOLS
SKILLS
MINDSET
CULTURE
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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
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24. Lean
Management
Teachers
2 Pillars, 5 Keywords
Challenge Kaizen
Genchi
Genbutsu
Respect Teamwork
The Toyota Way 2001
Moral Foundation
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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.
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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.
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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.
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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.
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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
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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
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35. Lean
Management
Teachers
Building block of an organization
Teach
Coaching Kata
Improve
Improvement Kata
Improver
(Employee)
Coach
(Manager)
 
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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
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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)

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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
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41. Lean
Management
Teachers
A Better World
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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
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You are invited to join on
Paul Bos