3 Levels of Culture - Ningapi.ning.com/.../ToyotaKataSummary.pdfToyota Kata 1. Artifacts & ... “Coming to a new awareness of organizational culture,” pp. 375-390 in J.B. Lau and

Auburn Technical Assistance Center www.auburnworks.org

Toyota Kata 1

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Artifacts & Behavior

Norms & Values

Underlying Assumptions

What we see, what a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree and formality, logos, and mission statement.

What they say, What we would be told is the reason things are the way they are and should be. Company philosophy, norms and justifications.

What they deeply believe in & act on Unconscious, taken for granted beliefs about the organization and its work/purpose, about people, rewards, etc.

Based on Edgar Schein, “Coming to a new awareness of organizational culture,” pp. 375-390 in J.B. Lau and A.B. Shani, Behavior in Organizations, Irwin, 1988

3 Levels of Culture


Toyota Kata 2

It Starts with Values

ValuesBeliefs

ThoughtsActions

HabitsCharacter

Destiny

Values, PrinciplesMission

PS-8 Steps“Thinking”

Outcome- #1 in Market

Process gets results

Within this culture you must always explain not only the WHAT and HOW, but most importantly the WHY !

Individuals within a company need to see a tangible reward for their good process/thinking!


Toyota Kata 3

What Defines a Company That Thrives Long Term?

Practices Tools Principles (Visible)

Management thinking and routines (Invisible)

Toyota’s visible tools and techniques are built upon invisible management thinking and routines.


Toyota Kata 4

Toyota KATA

Coaching Kata

ImprovementKata

Process


Toyota Kata 5

What does “problem solving” mean?

Toyota Us

Focus•Learn about the work system•Understand the situation

•Stop the problem!

Typical Behavior

•Observe and study the situation•Apply only one countermeasure at a time in order to see cause and effect

•Hide the problem•Quickly move intocountermeasures•Apply several countermeasures at once


Toyota Kata 6

Reaching one target condition sets the stage for the next target condition

Target condition

achieved with some stability

Next Target Condition


Toyota Kata 7

How is thisperson thinkingand acting?

Process

The improvement kata is about behavior routines.

A way of thinking and acting


Toyota Kata 8

Who Impact Purpose

Production operators themselves through quality circles and suggestion system

Only 10% of realized improvement comes from this

Training of kaizen mind and ability

Identify workers topromote to team leaders

Team leaders, production supervisory staff, and engineers as part of their job function

90% or realized improvement comes from this

Cost reduction via improvement in productivity and quality

Who does it?


Toyota Kata 9

Production Track Engineering and Administration Track

Plant Manager

Managers(2‐3 levels)

Manufacturing Engineers

(several levels)

Superintendent

Group Leader(supervisor)

Team Leader

Team Member(production operator)

The great majority of shop floor improvement using the improvement kata is done by these people.

These people apply the improvement kata to other issues.

Who does it?


Toyota Kata 10

The Coaching Kata‐Mentor/Mentee Approach

Current Condition

Next Target

Condition

Last step

Next step

Mentee• student

Mentor• coach•Coordinator•Teacher•trainer


Toyota Kata 11

The Improvement Kata and the Coaching Kata

Grasp the Current (Initial) condition

Establish the Next Target Condtion

PDCA Toward the Target Condition

Current Condition

TargetCondition

Act Plan

Check Do

The 5 Questions

Mentee

Mentor

Planning Problem Solving and Adapting

Steps

What do you plan to do?

Why? Is he taking the right steps?

What is the situation now?‐> Process? ‐> Mentee?

How is the mentee thinking?

What is the next step?

What does the mentee need to learn?

The 5 Questions


Toyota Kata 12

An A3 can help mentor/mentee interaction stay focused.

Vague discussion Focused dialogue

A 3


Toyota Kata 13

A difference, at the point where managers and the people they manage interact.

Traditional Leadership Toyota‐Style LeadershipWho is doing what by when?

“Show me”

Goals, targets, outcome metrics

The difference is here

Goals, targets, outcome metrics

Mentor/Mentee dialogues with overlap of responsibility

Target conditions and PDCA

Go and See “Show me”

1 obstacle at a time

1 step at a time

Rapid cycles

Leading with questions

1‐page document/ A3


Toyota Kata 14

A Different Challenge

Not to implement or add on some new techniques, practices, or even principles

To develop consistent behavior patterns across the organization


Toyota Kata 15

People consciously practice new behaviors every day



Repeatedly practicing a new behavior pattern

New habits, or neural pathways, form and

solidify in the mid term

Ultimately, over a long time frame, culture grows out of repeated behaviors

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Toyota Kata 16

Developing Improvement Kata Behavior in Your Organization

Not this Training Doing

This is where you recognize how people are thinking, what they are learning, and what they need to learn/practice

But this(combined)

Doing and Training The coach sees in real time

where the student is and introduces appropriate adjustments.

Experimenting with real processes


Toyota Kata 17

Process

Student (mentee)

Priority for acting this way

How we teach people to act that way

How we want people to act

The Improvement

Kata

Urgency

Coaching

Three factors that we can influence

Documents

3 Levels of Culture - Ningapi.ning.com/.../ToyotaKataSummary.pdfToyota Kata 1. Artifacts & ... “Coming to a new awareness of organizational culture,” pp. 375-390 in J.B. Lau and