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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results |  |
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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results | |
"[Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking."
―The Systems Thinker
"How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way."
―James P. Womack, Chairman and Founder, Lean Enterprise Institute
"Practicing the improvement kata is perhaps the best way we've found so far for actualizing PDCA in an organization."
―John Shook, Chairman and CEO, Lean Enterprise Institute
This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower.
Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers?
Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting.
With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage.
作者简介Mike Rother is an engineer, a teacher, and a guest researcher at the Technical University Dortmund. Rother’s work has bought him to numerous companies and hundreds of factories around the world, where he collaborates with people to test ideas and shares lessons learned. He splits his time between Ann Arbor, and Cologne, Germany. Rother has been entered into the Association of Manufacturing Excellence's Hall of Fame.
目录Introduction - Transforming our Understanding of Leadership and Management
PART I: THE SITUATION
Chapter 1: What Defines a Company that Thrives Long Term?
PART II: KNOW YOURSELF
Chapter 2: How Are We Approaching Process Improvement?
Chapter 3: Philosophy and Direction
Chapter 4: Origin and Effects of Our Current Management Approach
PART III: THE IMPROVEMENT KATA: HOW TOYOTA CONTINUOUSLY IMPROVES
Chapter 5: Planning: Establishing a Target Condition
Chapter 6: Problem Solving and Adapting: Moving Toward a Target Condition
PART IV: THE COACHING KATA: HOW TOYOTA TEACHES THE IMPROVEMENT KATA
Chapter 7: Who Carries Out Process Improvement at Toyota?
Chapter 8: The Coaching Kata - Leaders as Teachers
PART V: REPLICATION: WHAT ABOUT OTHER COMPANIES?
Chapter 9: Developing Improvement Kata Behavior in Your Organization
Conclusion
Bibliography
Appendix 1: Where Do You Start With the Improvement Kata?
Appendix 2: How to Analyze a Production Process
网友对Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results的评论
包装很好，保护到位，书印刷的很精美，物有所值
好东西，很好的不错。
Tools, rules, techniques are necessary, but not sufficient to move an organization toward a culture of continuous improvement. It is indeed the daily behavior of the people inside the framework of the organization that defines the culture. The Improvement Kata and the Coaching Kata are not new, but they are explained here in a way that makes them an integrated whole and accessible to anyone who will take the time to study this excellent work. I remember back in the 80s when I first read Tom Peter's "In Search of Excellence". He described what is essentially the Improvement Kata and to a lesser degree the Coaching Kata. I remember how shocked I was to read his prescription for revitalizing continuous improvement -- i.e. that organizations must "fail faster". He was of course referring to rapid PDCA cycles where learning rapidly builds upon learning (through failure and success) in a never ending procession toward ever better processes. The Coaching Kata is what ties it all together so that through "respect for people" the Improvement Kata can grow progressively stronger and more pervasive throughout the organization. This is the key to what I've always thought of as "continuously improving the improvement system". Without the Coaching Kata, each improvement effort, regardless of how successful, is robbed of its full potential to create not just process change, but change in the people who created the process change. This evolution of the people, not just the processes, that is the key. Rother explains how this works with clarity and precision. I highly recommend this book.
Do you care about Quality? Do you care enough to think about it, study it, practice it, and discipline yourself to achieve it?
If you do, treat yourself to Mike Rother and associates' thoughts on the subject. Read carefully, you will find a perspective, a discipline, and tools that can help you achieve satisfaction from your attention and skillful work.
Placed in the context of the Toyota Production System, Mike Rother offers the benefit of years of observation, study, and practice in the kata of continuous improvement. My personal application is not in a manufacturing context and therefore must be adapted to fit the time constants and activities particular to my institution's work but the principles are clear and implementable.
The down side, at least from a short term "I want results and profits NOW!" perspective, is that it takes time, especially at the institutional level, to achieve noticeable results. So, pick your payoff.
The book describes the Toyota logic that underlines the environment where Kata is applied more than Kata itself. And that is a good thing, because Kata is more a consequence of a learning culture than its driver.
Not for beginners; readers need some understanding of organization culture and the need for continuous improvement before embarking in this journey. It is a technical book after all, and not for the casual reader.
Kata is a concept for doing and coaching and compliments many management principles taught throughout the Toyota Production System. The Kata principles reflect management concepts and practices used at Toyota and many other manufacturers around the globe. This book is one of the best reads, relating to this topic. Mike is one of the most knowledgeable people on the topic, and has structured this book so you can learn the concepts and apply them in practice.
Mike Braml
Lean Pursuits LLC
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