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

Chapter 9Developing Improvement Kata Behavior in Your Organization

The second overarching question mentioned in the introduction to Toyota Kata is: How can other companies develop similar routines and thinking in their organizations? At this point we have a basic awareness of what Toyota is doing to achieve continuous improvement and adaptiveness, as described in Parts III and IV. There is, of course, more to learn there, but we would perhaps do well to shift some of our attention away from the question of what Toyota is doing and more onto that second question. While it is interesting to study and discuss Toyota, even more important may be the experimentation, learning, and development we do for ourselves in our own situations.

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