Toyota Kata--a structured approach for creating a culture of continuous learning and improvement--had its beginnings in manufacturing. The word Toyota refers to the Japanese carmaker’s renowned production system methods and tools. A Kata is a routine practiced so its pattern becomes a habit that over time gives workers new skills.
Lisa Rawcliffe, a certified Training Within Industry (TWI) trainer, recently spoke at a CMTC webinar about how Toyota Kata gives manufacturers a powerful tool to accelerate and streamline problem-solving on the front line. The methodology gives supervisors the skills to mentor employees and help them develop the habit of using scientific thinking to achieve the team’s target goals.
Kata Pattern: What Comes First?
The cycle begins with the Planning Phase:
The Executing Phase is where a series of quick experimentations happen.
The Five Questions
The supervisors adopt a mentoring pattern to help develop their employees’ capabilities for the scientific thinking that characterizes the process. During their daily coaching sessions, they ask the same five questions:
Why is it important to repeat the five questions? When the employees repeat that same patterns over and over again, it becomes easier and easier to think scientifically. Such thinking becomes a habit.
Toyota Kata Outcomes
Organizations using Toyota Kata acquire a pattern of thinking and acting scientifically to achieve their goals. Outcomes include increased capacity for innovation, employee engagement and teamwork, and improved responsiveness and adaptability. In addition, the process creates pull for learning and for applying continuous improvement methods that are going to have the best impact for achieving goals.
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