The document discusses the Toyota Kata method of continuous improvement. It proposes using routines like grasping the current condition, setting a target condition, using PDCA cycles, and coaching katas. These routines are meant to be practiced frequently to develop the capabilities of coaching and problem solving. The document also discusses challenges like developing coaching skills and making improvement part of everyday work.

1. Toyota Kata
Developing Improvement Kata
Thinking & Acting
May 2010
Bill Costantino
www.W3GroupLLC.com
W3 Group, LLC 1 Lean Transformation l Consulting l Training l Support

2. Suzaki’s Mini-Company
● Strive for full participation and
contribution from all employees,
to succeed in global marketplace
● Gemba (Reality) focus
● Mini-Company approach
● Ownership using Scoreboard –
aka “Glass wall”
● Competency – skill development
● Participation & Improvement
● Alignment – Policy Deployment
● Managers & Supervisors are key –
as mentors / coaches
W3 Group, LLC Bill Costantino 2 Lean Transformation l Consulting l Training l Support

3. Lessons from My Clients
● Key elements & structure for successful
Mini-Company development include:
♦ Clear metrics
♦ Visibility to everyone  Glasswall
♦ Designated Team Leader (T/L)
♦ Senior management visibly engaged
♦ Frequent touch: T/L with team,
management with T/L
♦ Accountability
♦ Basic set of key tools: 5S, Visual
Factory, SW, Job Instruction, Basic
Problem solving
♦ Use the tools to improve… with
guidance
♦ Focus on facts and data
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4. Stall Point…
● Common stall point:
♦ Continuous
Improvement model
(routine) is lacking
♦ Struggle with
coaching / mentoring
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5. Toyota Kata = Integration
● Logical next step
● Provides clear routines to
teach and learn
● Makes improvement part
of everyday work
● This is now an
experiment in progress!
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6. Kata Thinking
These routines are
Four key routines to
repeated in successive
practice at the start: training sessions for
Group Leaders
● Grasp Current Condition
That begins
● Set Target Condition
to develop
● PDCA toward Target capability!
Condition
● Coaching Kata
… Keeping it simple
at first
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7. Relevance of Frequent Practice
● “Understanding” is not capability
● Takes physical, bodily repetition to develop
familiarity & skills
● Gains from occasional “exercises” that are soon
lost creates frustration
● Rapport between mentor – mentee takes
frequent contact to establish
♦ difference between managing someone vs. coaching
● Infrequent practice =
♦ Forever low on the learning curve
♦ Management really committed??
♦ Can’t build momentum
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8. Frequent Coaching Cycles
Mentee
Mentor
Master
Coach
W3 Group, LLC Bill Costantino 8 Lean Transformation l Consulting l Training l Support

9. Re-Defining PDCA
● Common Mindset (eg. A3, Kaizen event, 6-Sigma project, etc.)
♦ Structured format and tools
♦ Long(er) lead time
♦ Event based
♦ Specialized, limited
resources, i.e., CI team
● New Mindset
♦ Short, frequent cycles – sometimes minutes!
♦ Biased for action
♦ NOT – “Let’s see if (s)he got it done,” but instead –
“What obstacles are now preventing progress to the TC?”
♦ Anyone can learn it
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10. Solutions versus Discovery
● People often invent full-blown solutions,
then try to impose on the process, versus…
● Small-step discovery as we go
♦ Closer connection to the reality of the process
♦ System is dynamic, ever-changing
W3 Group, LLC Bill Costantino 10 Lean Transformation l Consulting l Training l Support

11. Problems, Problems…
● Our common reflex to solve the problem, versus…
● Developing
Problem Solvers
● HUGE
paradigm shift!
● We are trained to:
♦ Produce answers
♦ Direct others what to do
● But what is the better competitive
advantage in the long run?
W3 Group, LLC Bill Costantino 11 Lean Transformation l Consulting l Training l Support

12. Coaching Others
● Very difficult skill to develop
● Often non-existent in today’s
business culture
● We tend to be results focused
instead of means focused
● Coercing or managing
vs. truly coaching
● Lack of reliable / trainable methodology (kata)
● Must personally develop skill yourself before
able to coach others.
W3 Group, LLC Bill Costantino 12 Lean Transformation l Consulting l Training l Support

13. Discussion
Thank You!
W3 Group, LLC Bill Costantino 13 Lean Transformation l Consulting l Training l Support