September 2009
Intermediate to advanced
400 pages
6h 50m
English
Content preview from Toyota Kata: Managing People for Improvement, Adaptiveness and Superior ResultsBecome an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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Introduction to Part III
In Chapter 2 we saw that the question “What can we do?” often results in scattershot improvement attempts. The more difficult and focused question is, “What do we need to do?”
How does Toyota determine the answer to that question?
Briefly put, the continuously repeating routine of Toyota’s improvement kata goes like this: (1) in consideration of a vision, direction, or target, and (2) with a firsthand grasp of the current condition, (3) a next target condition on the way to the vision is defined. When we then (4) strive to move step by step toward that target condition, we encounter obstacles that define what we need to work on, and from which we learn (Figure P3-1).
Figure P3-1. The improvement kata in brief 75
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