Toyota Kata : Managing People for Improvement, Adaptiveness and Superior Results Read online

  Design of Experiments (DOE)

  Direction, business

  Discipline required, improvement kata

  Do, in PDCA

  Doing before coaching, kata behavior replication

  Downstream loops, value-stream mapping

  Downtime, Pc/t

  Dreyfus model

  Drucker, Peter

  E

  Einstein, Albert

  Engineers coaching kata

  manufacturing vs. production, as terms

  Equipment to conduct process analysis

  Evans, Oliver

  Experimentation

  contiguous flow experiments, Ford

  kata behavior replication

  Plan-Do-Check-Act (PDCA)

  single-factor experiments

  F

  Fabrication loop, value-stream mapping

  Failure (See Learning from failure)

  FIFO (first in, first out) target condition

  Five questions

  Flow ideal, business philosophy/direction

  Flow racks

  Focus on means, Toyota vs. non-Toyota thinking

  Ford Motor Company management approach

  compared to Toyota

  flow experiments

  processes as islands

  productivity trends

  Forrester effect, heijunka

  Fujimoto, Takahiro

  Fuller, R. Buckminster

  G

  General Motors (GM) management approach

  centralized decision making

  compared to Toyota

  individual (island-based) process

  management by objectives (MBO)

  productivity trends

  rate-of-return analysis

  Gilbert, Daniel

  Go and See, PDCA cycle

  Gray, Edward

  Gray zone

  H

  Hanley, Kathi

  Heijunka (leveling production)

  Highland Park six-story building, Ford

  Honesty, Toyota vs. non-Toyota philosophy

  Horikiri, Toshio

  Huntziger, Jim

  I

  Implementation vs. problem-solving mode

  Improvement kata

  as behavioral routine

  as invisible

  compared to current management approach

  defined

  kata behavior replication

  kind of discipline required

  mentor/mentee dialogue

  overview

  philosophy, Toyota vs. non-Toyota thinking

  process analysis

  role of coaching

  starting

  target conditions, establishing

  target conditions, moving toward

  (See also Coaching kata; Value-stream mapping)

  Incentives, as ineffective for behavior change

  Incremental steps, continuous improvement and adaptation

  Ineffective tactics, kata behavior replication

  Information technology (IT) systems, and the factory floor

  Initial conditions (See Current condition)

  Invisible critical aspects behind Toyota success

  J

  The Japanese Automobile Industry (Cusumano)

  Jidoka

  Johnson, H. Thomas

  Joint responsibility, mentor/mentee dialogue

  K

  Kaizen, who does it

  Kaizen workshops

  Kanban (pull systems)

  Kata

  defined

  as a key to organizational survival

  long-term success, defining

  Toyota’s daily behavior pattern overview

  (See also Coaching kata; Improvement kata)

  Kata behavior, challenge of replicating

  advance group establishment

  coaching cycle

  coaching kata

  current situation

  experimentation approach

  factors in

  improvement kata to develop kata behavior

  ineffective tactics

  learning by doing

  model for changing behavior

  organizational culture

  PDCA

  plan creation

  sense of achievement

  who practices

  Klesius, Joachim

  Koenigsaecker, George

  L

  Lander, Eduardo

  Leadership

  A3 document

  coaching requirement

  immediate responses to problems by

  kata behavior replication

  leaders as teachers/coaches

  mentor/mentee dialogue and case study

  training by doing

  Lean techniques

  in a lean value stream

  reverse engineering failure

  target-condition thinking, improvement kata

  Learning by doing

  Learning from failure

  Learning to See (Rother and Shook)

  Line organization

  List approach to process improvement

  Long-term success, defining

  current situation

  kata

  management challenge

  organization adaptation

  reverse engineering failure

  success statistics

  utilizing human capabilities with systematic procedures/routines

  M

  Malone, Patrick M.

  Management by objectives (MBO)

  Management issues

  adaptation

  author’s definition of management

  author’s experience with Toyota

  business direction

  challenges

  Ford Motor Company approach

  General Motors (GM) approach

  kata behavior replication

  lessons learned, contrasted to the Toyota way

  long-term success, defining

  origins and effects of current

  traditional vs. Toyota, (See also Coaching kata; Improvement kata)

  transforming

  who practices kata behavior first

  (See also specific topics)

  Managing by means (MBM)

  Managing by results (MBR)

  Managing to Learn (Shook)

  Material and information flow mapping

  (See also Value-stream mapping)

  MBM (managing by means)

  MBO (management by objectives)

  MBR (managing by results)

  Mentor/mentee dialogue, coaching kata

  A3 document

  advance group establishment

  benefits of approach

  case example

  characteristics of

  coaching cycle

  coaching kata graphic

  improvement kata graphic

  limitations of

  roles defined

  target condition establishment

  time required to become a mentor

  Metrics

  Minoura, Teruyuki

  Mittelhuber, Bernd

  Mix leveling, heijunka

  Mobilizing improvement capability, initial target conditions

  Model for changing behavior kata behavior replication

  Model T (See Ford Motor Company management approach)

  Motivator focus, as ineffective for behavior change

  Multifactor experiments

  N

  Novalis

  O

  Obstacles to kata behavior replication

  1×1 flow

  One-piece flow, production operations

  Ongoing improvement

  Open points list

  Operators (See Production operators)

  Organization adaptation and

  long-term success

  Organizational culture, kata

  behavior replication

  Organizational level, improvement kata

  Organizational survival, kata as key to

  Outcome
metrics

  P

  Pacemaker loop, value-stream mapping

  Pareto charts

  Pareto paralysis

  Pascale, Richard T.

  Pc/t (See Planned cycle time (Pc/t))

  Periodic improvement/innovation, as vulnerability

  Philosophy, business (See Business philosophy/direction)

  Philosophy, Toyota vs. non-Toyota thinking

  Plan, in PDCA

  Plan creation, kata behavior replication

  current condition to target condition

  Dreyfus model

  metrics

  obstacles

  reflection times

  target condition

  theme

  Plan-Do-Check-Act (PDCA)

  adaptive persistence

  author’s experience with

  coaching cycle

  defined

  experimentation

  five questions

  kata behavior replication

  learning from failure

  origins of

  overview, in improvement kata

  process focus

  rapid/short cycling

  in real life

  results

  subsequent target conditions

  Planned cycle time (Pc/t)

  automatic machine capacity

  capacity analysis

  changeover time

  downtime

  operator’s work

  overview in process analysis

  takt time (TT)

  target conditions

  Point of cause, mentor/mentee dialogue

  Popper, Karl

  The Practice of Management (Drucker)

  Prediction

  Principles vs. kata

  Problem-solving focus

  abnormalities, responses to

  addressing small

  coaching cycle

  defined

  establishing subsequent target conditions

  immediate responses by team leaders

  learning from failure

  mentor/mentee dialogue problem solving steps

  process focus

  Process analysis

  automatic machine capacity

  block diagram

  current condition summary

  customer demand assessment

  cycles of operator’s work

  equipment needed to conduct

  first impressions

  improvement kata

  line pace

  number of operators

  number of shifts

  purpose of

  stability of process

  steps of, example

  takt time (TT)

  target condition

  value-stream scan

  (See also Planned cycle time (Pc/t))

  Process characteristics, as target condition

  Process-level focus

  Process improvement, current approaches

  action-item list

  single-factor experiments

  suggestion systems

  value-stream mapping

  workshops

  Process improvement, who does it

  everyone means no one

  factory line organization

  production operators

  production supervisor/engineer improvements

  response to process abnormalities

  special teams

  target condition establishment

  Process metrics, in target condition

  Process metrics, PDCA

  Process stability

  Process steps, sequence and times, as target condition

  Production operations, business philosophy/direction

  Production operators

  balance chart, x1 flow

  number of, in process analysis

  planned cycle time (Pc/t)

  role in improvement

  Production process level, improvement kata

  Production supervisors, coaching kata

  Pull (kanban systems)

  Push system

  Q

  Quantity leveling, heijunka

  R

  Rapid cycling, PDCA

  Rate-of-return analysis, General Motors

  Reflection times, kata behavior replication

  Reorganization, as ineffective for behavior change

  Results of PDCA

  Return-on-investment, General Motors

  Reverse engineering

  Root cause investigation, mentor/mentee dialogue

  S

  Sasaki, Shinichi

  Schumpter, Joseph

  Self-efficacy

  Sense of achievement, kata behavior replication

  Sequential flow process, Ford

  Shewhart, Walter A.

  Shewhart cycle

  Shifts, number of, process analysis

  Shimizu, Koichi

  Shook, John

  Short PDCA cycles

  Single-factor experiments

  Sloan, Alfred P., Jr.

  Small errors, mentor/mentee dialogue

  Spear, Steven

  Special teams, coaching kata

  Stability

  Standards

  Standardized work, initial target conditions

  Success, defining (See Long-term success, defining)

  Suggestion systems

  Synchronized flow process, Ford

  T

  Takt time (TT)

  Target

  defined

  vs. target condition

  Target condition

  as challenge

  mentor/mentee dialogue

  PDCA as step to

  plan creation, kata behavior replication

  Target conditions, improvement kata

  adaptive persistence

  business philosophy/direction

  establishing

  Moving toward

  process analysis

  role

  Team leaders, immediate responses to probems by

  Technology innovations, for continuous improvement and adaptation

  Theme in plan creation, kata behavior replication

  TMMK facility, Georgetown, KY

  Toffler, Alvin

  Toynbee, Arnold

  Toyoda, Kiichiro

  Toyoda, Sakichi

  Toyota factory line organization

  Toyota management approach (See specific topics)

  Toyota tools, role of

  Toyota trends and statistics

  “True north” production operations

  Twain, Mark

  U

  Upstream loops, value-stream mapping

  Urgency, kata behavior replication

  V

  Value stream

  Ford Motor Company

  General Motors (GM)

  lean, and lean manufacturing

  process analysis

  Value-stream mapping

  assembly loop

  current approaches to process improvement

  downstream loops

  fabrication loop

  pacemaker loop

  starting improvement kata

  upstream loops

  Vision for business direction

  (See also Improvement kata)

  W

  Work standard (See Target condition)

  Workshops

  Y

  Yoda

  About the Author

  Mike Rother is an engineer, a teacher, and a guest researcher at the Technical University Dortmund. He was formerly an associate in the Department of Industrial and Operations Engineering at the University of Michigan and a researcher at the Fraunhofer Institute in Stuttgart and at the Industrial Technology Institute in Ann Arbor. He began his career in the manufacturing division of Thyssen AG. Mike’s work has brought him to numerous companies and hundreds of factories, where he collaborates with people to test ideas and share lessons learned. He splits his time between Ann Arbor, Michigan, and Cologne, Germany.

 

 

  Rother, Mike, Toyota Kata : Managing People for Improvement, Adaptiveness and Superior Results