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