3 levels of culture - ningapi.ning.com/.../toyotakatasummary.pdftoyota kata 1. artifacts & ......
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Toyota Kata 1
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Artifacts & Behavior
Norms & Values
Underlying Assumptions
What we see, what a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree and formality, logos, and mission statement.
What they say, What we would be told is the reason things are the way they are and should be. Company philosophy, norms and justifications.
What they deeply believe in & act on Unconscious, taken for granted beliefs about the organization and its work/purpose, about people, rewards, etc.
Based on Edgar Schein, “Coming to a new awareness of organizational culture,” pp. 375-390 in J.B. Lau and A.B. Shani, Behavior in Organizations, Irwin, 1988
3 Levels of Culture
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Toyota Kata 2
It Starts with Values
ValuesBeliefs
ThoughtsActions
HabitsCharacter
Destiny
Values, PrinciplesMission
PS-8 Steps“Thinking”
Outcome- #1 in Market
Process gets results
Within this culture you must always explain not only the WHAT and HOW, but most importantly the WHY !
Individuals within a company need to see a tangible reward for their good process/thinking!
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Toyota Kata 3
What Defines a Company That Thrives Long Term?
Practices Tools Principles (Visible)
Management thinking and routines (Invisible)
Toyota’s visible tools and techniques are built upon invisible management thinking and routines.
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Toyota Kata 4
Toyota KATA
Coaching Kata
ImprovementKata
Process
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Toyota Kata 5
What does “problem solving” mean?
Toyota Us
Focus•Learn about the work system•Understand the situation
•Stop the problem!
Typical Behavior
•Observe and study the situation•Apply only one countermeasure at a time in order to see cause and effect
•Hide the problem•Quickly move intocountermeasures•Apply several countermeasures at once
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Toyota Kata 6
Reaching one target condition sets the stage for the next target condition
Target condition
achieved with some stability
Next Target Condition
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Toyota Kata 7
How is thisperson thinkingand acting?
Process
The improvement kata is about behavior routines.
A way of thinking and acting
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Toyota Kata 8
Who Impact Purpose
Production operators themselves through quality circles and suggestion system
Only 10% of realized improvement comes from this
Training of kaizen mind and ability
Identify workers topromote to team leaders
Team leaders, production supervisory staff, and engineers as part of their job function
90% or realized improvement comes from this
Cost reduction via improvement in productivity and quality
Who does it?
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Toyota Kata 9
Production Track Engineering and Administration Track
Plant Manager
Managers(2‐3 levels)
Manufacturing Engineers
(several levels)
Superintendent
Group Leader(supervisor)
Team Leader
Team Member(production operator)
The great majority of shop floor improvement using the improvement kata is done by these people.
These people apply the improvement kata to other issues.
Who does it?
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Toyota Kata 10
The Coaching Kata‐Mentor/Mentee Approach
Current Condition
Next Target
Condition
Last step
Next step
Mentee• student
Mentor• coach•Coordinator•Teacher•trainer
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Toyota Kata 11
The Improvement Kata and the Coaching Kata
Grasp the Current (Initial) condition
Establish the Next Target Condtion
PDCA Toward the Target Condition
Current Condition
TargetCondition
Act Plan
Check Do
The 5 Questions
Mentee
Mentor
Planning Problem Solving and Adapting
Steps
What do you plan to do?
Why? Is he taking the right steps?
What is the situation now?‐> Process? ‐> Mentee?
How is the mentee thinking?
What is the next step?
What does the mentee need to learn?
The 5 Questions
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Toyota Kata 12
An A3 can help mentor/mentee interaction stay focused.
Vague discussion Focused dialogue
A 3
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Toyota Kata 13
A difference, at the point where managers and the people they manage interact.
Traditional Leadership Toyota‐Style LeadershipWho is doing what by when?
“Show me”
Goals, targets, outcome metrics
The difference is here
Goals, targets, outcome metrics
Mentor/Mentee dialogues with overlap of responsibility
Target conditions and PDCA
Go and See “Show me”
1 obstacle at a time
1 step at a time
Rapid cycles
Leading with questions
1‐page document/ A3
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Toyota Kata 14
A Different Challenge
Not to implement or add on some new techniques, practices, or even principles
To develop consistent behavior patterns across the organization
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Toyota Kata 15
People consciously practice new behaviors every day
People consciously practice new behaviors every day
People consciously practice new behaviors every day
Repeatedly practicing a new behavior pattern
New habits, or neural pathways, form and
solidify in the mid term
Ultimately, over a long time frame, culture grows out of repeated behaviors
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Toyota Kata 16
Developing Improvement Kata Behavior in Your Organization
Not this Training Doing
This is where you recognize how people are thinking, what they are learning, and what they need to learn/practice
But this(combined)
Doing and Training The coach sees in real time
where the student is and introduces appropriate adjustments.
Experimenting with real processes
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Toyota Kata 17
Process
Student (mentee)
Priority for acting this way
How we teach people to act that way
How we want people to act
The Improvement
Kata
Urgency
Coaching
Three factors that we can influence