Toyota Kata Presentation From Keith Deibert

Toyota Kata:
Introduction & Bio

Keith Deibert
Manufacturing & Technology Solutions
Business Advisor
2329 N Career Ave
Ste 117
Sioux Falls, SD 57107
605-202-0641 (cell)
www.usd.edu/mts
Toyota Kata:
Managing People
for Improvement
Lean Implementation
Lean
?=
Toyota Way
Toyota Way =
Toyota Production
System
+
Toyota Kata
True North
Lean:
Toyota
Production
System
Kata:
Improvement Kata
Coaching Kata
Catalyst to
Effectiveness
Toyota
Kata
Mike
Rother
Toyota Way Results
US
companies
start to
implement
Lean to close
the gap
Lean Implementation
Lean Companies
Use Lean Tools
Toyota Production System
Create a Value Stream Map (VSM)

Current State VSM
Future State VSM
Project Plan
What
When
Who
Metrics
Value Stream Improvement

& Process Improvement
Raw
Material
Finished
Product
Process
Process
Process
Stamping
Welding
Assembly
Customer
process
process
Current State VSM
18,400/20=920
Go See Scheduling
p. 32-33
Learning To See
18,400/20=920
Plan Loop
Buy Loop
Go See Scheduling
Fab Loop
p. 32-33
Learning To See
Assembly Loop is
Pacemaker
Future State VSM
Per shift
p. 78-79
Learning To See
Project Plan
Project:
ACME Stamping
Team Leader:
Matt Ray
Team Members:
Bill, Bob, Jill , Christi, Rickie, Robin , Mike
Item
Problem To Be Resolved
#
1
1 S Plan, including Red Tag
1a 3 S Implemented
Possible Solutions
Champion: Joe
Responsible
Party
Date
Progress
to be
completed 1 2 3 4
Matt/Christi
Completed 1 2 3 4
Matt/Christi
31-May
1 2 3 4
Robin
1-Jun
1 2 3 4
Trim Table Reliability
Oven capacity - not enough
Rick
1-Jun
1 2 3 4
Paint capacity
Dean
8-Jun
1 2 3 4
4a Paint Change Over
Dean/Matt
need date 1 2 3 4
Results
(Please Quantify)
Lean Implementation
Project Results
Great enthusiasm out of the gate
Great initial progress
Partial implementation of project plan
Less improvement than predicted
Reverts back over time to old ways
Impact on culture not adequate
Lean Implementation
Toyota Way
Create a Value Stream Map (VSM)
Set Target Condition

Improvement Kata
Coaching Kata
Rapid PDCA cycles
Kata
Kata (noun); The word stems from basic

forms of movement in martial arts, which
are handed down from master to student
over generations.
A way of doing something; a method/routine
A pattern
A standard form of movement
A predefined, or choreographed, sequence of
movements
A way of keeping two things in alignment or
synchronization with one another.
Where is the focus?
Means
Nature of
peoples
actions at the
process
A lot of
Toyotas
management
focus is here
Results
Process
outcomes
Production quantity
Quality
Cost
Productivity
Etc.
Consequences
A lot of our
management
focus is here.
True North
Current
Condition
Vision
0 Defects
100% Value Added
1 X 1 Flow, in sequence,
on demand
Security for people
Toyotas Long Term Goals
Philosophy and Direction
Current
Condition
Target
Condition
Where do we want to
be next?
Detailed and specific
Vision
(Vague)
Moving Toward the Target Condition
Target
Condition
It is easier to
set a target
condition..
Current
Condition
than to roll up
our sleeves and
do the hard
work required
to achieve it.
Once Under Way.More details come clear
Number One: Assume the Path is Unclear
Current
Condition
Unclear Territory
????
When you get here you

will know more.
Vision
Outcomes
Go and See
Only checking the
outcomes produces
little learning!
Every Step a PDCA
No problem to small
to solve dozens of
PDCA steps.
Many rapid cycles

of PDCA with
quick
understanding of
effectiveness:
PDCheckA.
Go and See
The Improvement Kata
Improvement Kata
Improvement Kata is a mental model
Current
Condition
Next
Step
Problems & Obstacles
Target
Condition
????
Must be
understood
and
measurable
Must be
clear
Must be descriptive,
clear, measurable and
fixed in timing and
content.
Toyotas Mentor/Mentee Approach

Mentee uses
Improvement Kata
under guidance of the
Mentor
Coaching Kata
The Improvement Kata and Coaching Kata
PDCA
PDCA
PDCA
PDCA PDCA
PDCA
PDCA
Mentor/mentee dialogue (the coaching kata) to

teach the improvement kata.
The Improvement Kata and Coaching Kata
Steps of Toyotas Practical Problem Solving

1. Pick Up the Problem: Problem Consciousness
Identify the problem that is the priority.
2. Grasp the Situation (Go and See)

Clarify the problem.
What should be happening?

What is actually happening?
Break the problem into individual problems if necessary.
If necessary use temporary measures to contain the abnormal

occurrence until the root cause can be addressed.
Locate the point of cause of the problem. Do not go into cause
investigation until you find the point of cause.
Grasp the tendency of the abnormal occurrence at the point of cause.
3. Investigate Causes
Identify and confirm the direct cause of the abnormal occurrence.
Conduct a 5-Why investigation to build a chain of cause/effect
relationships to root cause.
Stop at the cause that must be addressed to prevent recurrence.
Steps of Toyotas Practical Problem Solving

4. Develop and Test Countermeasures
Take one specific action to address the root cause.
Try to change only one factor at a time, so you can
see correlation.
5. Follow Up
Monitor and confirm results.
Standardize successful countermeasures.
Reflect. What did we learn during this problemsolving process?
The Leadership Difference

Coaching Kata
The Improvement Kata at all levels
The Coaching Kata at all levels
The Five Questions of a Coaching Cycle
1. What is the target condition? (The Challenge)

What do we expect to be happening?
2. What is the actual condition now?

Is the description of the current condition measurable?
What did we learn from the last step?
Go and see for yourself. Do not rely on reports.
3. What problems or obstacles are now preventing

you from reaching the target condition? Which
one are you addressing now?
Observe the process or situation carefully.
Focus on one problem or obstacle at a time.
Avoid Pareto paralysis. Do not worry too much about
finding the biggest problem right away. If you are
moving ahead in fast cycles, you will find it soon.
The Five Questions of a Coaching Cycle

4. What is your next step? (Start of next PDCA cycle)
Take only one step at a time, but do so in rapid cycles.
The next step does not have to be the most beneficial, biggest, or
most important. Most important is that you take a step.
Many next steps are further analysis, not countermeasures.
If next step is more analysis, what do we expect to learn?
If next step is a countermeasure, what do we expect to happen?
5. When can we go and see what we have learned from taking

that step?
As soon as possible. Today is not too soon.
How about we go and take that step now?
(Strive for rapid cycles!)
Training Levels
Beyond What We Can See
Current
Condition
Next
Step
Target
Condition
Unclear Territory
Improvement Kata + Coaching Kata = Toyota Way

Current
Condition
Vision
0 Defects
100% Value Added
1 X 1 Flow, in sequence,
on demand
Security for people
What Do YOU Need to Do?
Lean Training
Do a VSM Door to Door
Follow up with additional VSM/Kaizen projects
Get Plan and Buy Loops in control

Make sure they are effective
Get Make Loop(s) in control
Implement Prerequisites: 5S, Standard Work, Quick

Change Over, Stabilize processes
Follow up with additional VSM/Kaizen projects
Start the Lean Journey

Toyota Way
Contact Information
Keith Deibert
SD Manufacturing & Technology Solutions
605-202-0641
[email protected]
www.usd.edu/mts

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What is the Toyota Kata?

What is the Toyota Kata?

What are the Improvement Kata and Coaching Kata?

What are the Improvement Kata and Coaching Kata?

Toyota Kata:

Introduction & Bio

Toyota Way Results

Create a Value Stream Map (VSM)

Value Stream Improvement

Current State VSM

Future State VSM

Bill, Bob, Jill , Christi, Rickie, Robin , Mike

1 S Plan, including Red Tag

Trim Table Reliability

Oven capacity - not enough

4a Paint Change Over

Set Target Condition

Kata (noun); The word stems from basic

Where is the focus?

Philosophy and Direction

Moving Toward the Target Condition

Once Under Way.More details come clear

Number One: Assume the Path is Unclear

When you get here you

Every Step a PDCA

Many rapid cycles

The Improvement Kata

Improvement Kata is a mental model

Problems & Obstacles

Toyotas Mentor/Mentee Approach

The Improvement Kata and Coaching Kata

Mentor/mentee dialogue (the coaching kata) to

The Improvement Kata and Coaching Kata

Steps of Toyotas Practical Problem Solving

2. Grasp the Situation (Go and See)

What should be happening?

If necessary use temporary measures to contain the abnormal

Steps of Toyotas Practical Problem Solving

The Leadership Difference

The Improvement Kata at all levels

The Coaching Kata at all levels

The Five Questions of a Coaching Cycle

1. What is the target condition? (The Challenge)

2. What is the actual condition now?

3. What problems or obstacles are now preventing

The Five Questions of a Coaching Cycle

5. When can we go and see what we have learned from taking

Beyond What We Can See

Improvement Kata + Coaching Kata = Toyota Way

What Do YOU Need to Do?

Follow up with additional VSM/Kaizen projects

Get Plan and Buy Loops in control

Get Make Loop(s) in control

Implement Prerequisites: 5S, Standard Work, Quick

Start the Lean Journey

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