SlideShare ist ein Scribd-Unternehmen logo
1 von 24
Toyota Kata UNIFIED FIELD THEORY A simplified macro model for understanding Toyota Kata By Bill Costantino, W3 Group LLC With permission – Mike Rother, Author Nov 23, 2011
TK - Unified Field Theory ,[object Object]
TK - Unified Field Theory  continued Problems, wastes, and opportunities for improvement
TK - Unified Field Theory  continued Current Knowledge Threshold
TK - Unified Field Theory  continued Target Opportunities identified from a Waste Walk
TK - Unified Field Theory  continued Possible Directions for Improvement
TK - Unified Field Theory  continued Most Likely Direction for Improvement
TK - Unified Field Theory  continued Most Likely Direction for Improvement
TK - Unified Field Theory  continued 1) Vision for the Customer Vague, very long term Vision
TK - Unified Field Theory  continued 1) Vision for the Customer 1a) Challenge with Metrics Vague, very long term Concrete, 1-3 year frame Vision Challenge
Common Approach to Improvement Your pre-existing bias  for action
Common Approach to Improvement Your pre-existing bias  for action Your preconceived ideas  for improvement
Common Approach to Improvement Your pre-existing bias  for action Your preconceived ideas  for improvement
TK - Unified Field Theory  continued 2) Grasp Current Condition Free of biases and preconceived notions!! Challenge Vision
Grasp the Current Condition
TK - Unified Field Theory  continued Congratulations!!  You’ve now grasped your Current Condition, hopefully free of biases and pre-conceptions. 2) Grasp Current Condition Vision Challenge
TK - Unified Field Theory  continued 3) Set Next Target Condition N TC Challenging because  it is beyond our Current Knowledge Threshold Vision Challenge
TK - Unified Field Theory  continued Unclear Territory, The “Grey Zone” N TC ? ? ? ? ? ? ? ? ? Vision Challenge
TK - Unified Field Theory  continued Potential Obstacles Recognized Obstacles N TC Vision Challenge
TK - Unified Field Theory  continued 4) Rapid PDCA Cycles lead to Path of Discovery N TC Vision Challenge
TK - Unified Field Theory  continued ,[object Object],[object Object],[object Object],[object Object],Vision Challenge
TK - Unified Field Theory  continued Successive Target Conditions toward the Challenge Vision Challenge TC TC TC TC
TK - Unified Field Theory  continued Role of Leadership  to establish these Challenge Teaching this is management’s job… through practice. Vision TC TC TC TC
Thank You!! Comments, suggestions, and feedback are welcome at [email_address]

Weitere ähnliche Inhalte

Was ist angesagt?

The Role of Challenge in Continuous Improvement
The Role of Challenge in Continuous ImprovementThe Role of Challenge in Continuous Improvement
The Role of Challenge in Continuous ImprovementMike Rother
 
Starter Kata for Scientific Thinking
Starter Kata for Scientific ThinkingStarter Kata for Scientific Thinking
Starter Kata for Scientific ThinkingMike Rother
 
Starter Kata for Coaching
Starter Kata for CoachingStarter Kata for Coaching
Starter Kata for CoachingMike Rother
 
What Kills Our Curiosity?
What Kills Our Curiosity?What Kills Our Curiosity?
What Kills Our Curiosity?Mike Rother
 
The Product Owner Guidebook_FREE_100pages.pdf
The Product Owner Guidebook_FREE_100pages.pdfThe Product Owner Guidebook_FREE_100pages.pdf
The Product Owner Guidebook_FREE_100pages.pdfChandan Patary
 
Toyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata FormsToyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata FormsRichardCGreen
 
Turning Value Stream Maps into Reality
Turning Value Stream Maps into RealityTurning Value Stream Maps into Reality
Turning Value Stream Maps into RealityMike Rother
 
Why Your A3 Needs the IK
Why Your A3 Needs the IKWhy Your A3 Needs the IK
Why Your A3 Needs the IKMike Rother
 
Introduction to the Improvement Kata
Introduction to the Improvement KataIntroduction to the Improvement Kata
Introduction to the Improvement KataMike Rother
 
Toyota Kata at University
Toyota Kata at UniversityToyota Kata at University
Toyota Kata at UniversityMike Rother
 
What is 'Lean' About?
What is 'Lean' About?What is 'Lean' About?
What is 'Lean' About?Mike Rother
 
A Definition of Lean
A Definition of LeanA Definition of Lean
A Definition of LeanMike Rother
 
Developing Scientific Thinking in Your Team
Developing Scientific Thinking in Your TeamDeveloping Scientific Thinking in Your Team
Developing Scientific Thinking in Your TeamMike Rother
 
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1Mike Rother
 
Improvement Kata Flowchart
Improvement Kata FlowchartImprovement Kata Flowchart
Improvement Kata FlowchartMike Rother
 
Toyota Kata Five Question Card
Toyota Kata Five Question CardToyota Kata Five Question Card
Toyota Kata Five Question CardMike Rother
 
Toyota kata 5 coaching cycles
Toyota kata 5 coaching cyclesToyota kata 5 coaching cycles
Toyota kata 5 coaching cyclesCogent Power Inc
 
Toyota KATA Overview Presentation
Toyota KATA Overview PresentationToyota KATA Overview Presentation
Toyota KATA Overview PresentationUTCIS
 

Was ist angesagt? (20)

The Role of Challenge in Continuous Improvement
The Role of Challenge in Continuous ImprovementThe Role of Challenge in Continuous Improvement
The Role of Challenge in Continuous Improvement
 
Starter Kata for Scientific Thinking
Starter Kata for Scientific ThinkingStarter Kata for Scientific Thinking
Starter Kata for Scientific Thinking
 
Starter Kata for Coaching
Starter Kata for CoachingStarter Kata for Coaching
Starter Kata for Coaching
 
What Kills Our Curiosity?
What Kills Our Curiosity?What Kills Our Curiosity?
What Kills Our Curiosity?
 
The Product Owner Guidebook_FREE_100pages.pdf
The Product Owner Guidebook_FREE_100pages.pdfThe Product Owner Guidebook_FREE_100pages.pdf
The Product Owner Guidebook_FREE_100pages.pdf
 
Toyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata FormsToyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata Forms
 
Turning Value Stream Maps into Reality
Turning Value Stream Maps into RealityTurning Value Stream Maps into Reality
Turning Value Stream Maps into Reality
 
Why Your A3 Needs the IK
Why Your A3 Needs the IKWhy Your A3 Needs the IK
Why Your A3 Needs the IK
 
Toyota Kata
Toyota KataToyota Kata
Toyota Kata
 
Introduction to the Improvement Kata
Introduction to the Improvement KataIntroduction to the Improvement Kata
Introduction to the Improvement Kata
 
Toyota Kata at University
Toyota Kata at UniversityToyota Kata at University
Toyota Kata at University
 
What is 'Lean' About?
What is 'Lean' About?What is 'Lean' About?
What is 'Lean' About?
 
A Definition of Lean
A Definition of LeanA Definition of Lean
A Definition of Lean
 
Developing Scientific Thinking in Your Team
Developing Scientific Thinking in Your TeamDeveloping Scientific Thinking in Your Team
Developing Scientific Thinking in Your Team
 
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1
 
The Wrong Kata
The Wrong KataThe Wrong Kata
The Wrong Kata
 
Improvement Kata Flowchart
Improvement Kata FlowchartImprovement Kata Flowchart
Improvement Kata Flowchart
 
Toyota Kata Five Question Card
Toyota Kata Five Question CardToyota Kata Five Question Card
Toyota Kata Five Question Card
 
Toyota kata 5 coaching cycles
Toyota kata 5 coaching cyclesToyota kata 5 coaching cycles
Toyota kata 5 coaching cycles
 
Toyota KATA Overview Presentation
Toyota KATA Overview PresentationToyota KATA Overview Presentation
Toyota KATA Overview Presentation
 

Andere mochten auch

Design Thinking und agile Softwareentwicklung oder: Woher kommt der Backlog?
Design Thinking und agile Softwareentwicklung oder: Woher kommt der Backlog?Design Thinking und agile Softwareentwicklung oder: Woher kommt der Backlog?
Design Thinking und agile Softwareentwicklung oder: Woher kommt der Backlog?Jochen Guertler
 
A Practical Approach to Strategy Deployment
A Practical Approach to Strategy DeploymentA Practical Approach to Strategy Deployment
A Practical Approach to Strategy DeploymentGerardo Aulinger
 
Região de Tomar sobre Miguel Relvas
Região de Tomar sobre Miguel RelvasRegião de Tomar sobre Miguel Relvas
Região de Tomar sobre Miguel RelvasJoão Cardoso
 
PDCA - Learning Along the Way
PDCA - Learning Along the WayPDCA - Learning Along the Way
PDCA - Learning Along the WayMike Rother
 
Improvement Kata Roles & Structure
Improvement Kata Roles & StructureImprovement Kata Roles & Structure
Improvement Kata Roles & StructureTyson Ortiz
 

Andere mochten auch (6)

Design Thinking und agile Softwareentwicklung oder: Woher kommt der Backlog?
Design Thinking und agile Softwareentwicklung oder: Woher kommt der Backlog?Design Thinking und agile Softwareentwicklung oder: Woher kommt der Backlog?
Design Thinking und agile Softwareentwicklung oder: Woher kommt der Backlog?
 
A Practical Approach to Strategy Deployment
A Practical Approach to Strategy DeploymentA Practical Approach to Strategy Deployment
A Practical Approach to Strategy Deployment
 
Região de Tomar sobre Miguel Relvas
Região de Tomar sobre Miguel RelvasRegião de Tomar sobre Miguel Relvas
Região de Tomar sobre Miguel Relvas
 
PDCA - Learning Along the Way
PDCA - Learning Along the WayPDCA - Learning Along the Way
PDCA - Learning Along the Way
 
Toyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCAToyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCA
 
Improvement Kata Roles & Structure
Improvement Kata Roles & StructureImprovement Kata Roles & Structure
Improvement Kata Roles & Structure
 

Ähnlich wie Toyota Kata Unified Field Theory

Creating a Leading Applied Computing Department (Tony Clark, Head of Departme...
Creating a Leading Applied Computing Department (Tony Clark, Head of Departme...Creating a Leading Applied Computing Department (Tony Clark, Head of Departme...
Creating a Leading Applied Computing Department (Tony Clark, Head of Departme...Michael Clark
 
Lean conference 2014 inagaki
Lean conference 2014 inagakiLean conference 2014 inagaki
Lean conference 2014 inagakiKimio Inagaki
 
Outcome Over Output - And why should we care?
Outcome Over Output - And why should we care?Outcome Over Output - And why should we care?
Outcome Over Output - And why should we care?Scrum Australia Pty Ltd
 
Kata Burst: Intro to Kata
Kata Burst:  Intro to Kata Kata Burst:  Intro to Kata
Kata Burst: Intro to Kata Beth Carrington
 
Midwest Kata Practitioner Day 2019
Midwest Kata Practitioner Day 2019Midwest Kata Practitioner Day 2019
Midwest Kata Practitioner Day 2019Melissa Christman
 
Issue based work planning and hypothesis problem solving
Issue based work planning and hypothesis problem solvingIssue based work planning and hypothesis problem solving
Issue based work planning and hypothesis problem solvingSTRATICX
 
Moving into the Future - Pragmatic Approaches to Bridge the Gap
Moving into the Future - Pragmatic Approaches to Bridge the GapMoving into the Future - Pragmatic Approaches to Bridge the Gap
Moving into the Future - Pragmatic Approaches to Bridge the GapMarc Netka
 
Next Target Condition Kata
Next Target Condition KataNext Target Condition Kata
Next Target Condition KataBeth Carrington
 
Issue-Based Work Planning and Hypothesis Problem Solving
Issue-Based Work Planning and Hypothesis Problem SolvingIssue-Based Work Planning and Hypothesis Problem Solving
Issue-Based Work Planning and Hypothesis Problem SolvingFlevy.com Best Practices
 
Kaizen Spiral PDCA Report Template
Kaizen Spiral PDCA Report TemplateKaizen Spiral PDCA Report Template
Kaizen Spiral PDCA Report TemplateJames Daniel II
 
Qm0018 quality development methods
Qm0018   quality development methodsQm0018   quality development methods
Qm0018 quality development methodssmumbahelp
 
Toyota Kata Presentation for ITSM.fi TOP 10 Conference
Toyota Kata Presentation for ITSM.fi TOP 10 ConferenceToyota Kata Presentation for ITSM.fi TOP 10 Conference
Toyota Kata Presentation for ITSM.fi TOP 10 ConferenceTeemu Toivonen
 
259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibertMario Charlin
 
Introduction to Lean and PDSA Thinking
Introduction to Lean and PDSA ThinkingIntroduction to Lean and PDSA Thinking
Introduction to Lean and PDSA ThinkingRachel Janzen
 
Toyota Kata at La-Z-Boy
Toyota Kata at La-Z-BoyToyota Kata at La-Z-Boy
Toyota Kata at La-Z-BoyHank Czarnecki
 
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota KataITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota KataTeemu Toivonen
 
Kata and Adult Learning Theory
Kata and Adult Learning TheoryKata and Adult Learning Theory
Kata and Adult Learning TheoryTom Frederick
 

Ähnlich wie Toyota Kata Unified Field Theory (20)

Creating a Leading Applied Computing Department (Tony Clark, Head of Departme...
Creating a Leading Applied Computing Department (Tony Clark, Head of Departme...Creating a Leading Applied Computing Department (Tony Clark, Head of Departme...
Creating a Leading Applied Computing Department (Tony Clark, Head of Departme...
 
Lean conference 2014 inagaki
Lean conference 2014 inagakiLean conference 2014 inagaki
Lean conference 2014 inagaki
 
Improvement Kata Overview
Improvement Kata OverviewImprovement Kata Overview
Improvement Kata Overview
 
Outcome Over Output - And why should we care?
Outcome Over Output - And why should we care?Outcome Over Output - And why should we care?
Outcome Over Output - And why should we care?
 
Kata Burst
Kata BurstKata Burst
Kata Burst
 
Kata Burst: Intro to Kata
Kata Burst:  Intro to Kata Kata Burst:  Intro to Kata
Kata Burst: Intro to Kata
 
Midwest Kata Practitioner Day 2019
Midwest Kata Practitioner Day 2019Midwest Kata Practitioner Day 2019
Midwest Kata Practitioner Day 2019
 
Issue based work planning and hypothesis problem solving
Issue based work planning and hypothesis problem solvingIssue based work planning and hypothesis problem solving
Issue based work planning and hypothesis problem solving
 
Moving into the Future - Pragmatic Approaches to Bridge the Gap
Moving into the Future - Pragmatic Approaches to Bridge the GapMoving into the Future - Pragmatic Approaches to Bridge the Gap
Moving into the Future - Pragmatic Approaches to Bridge the Gap
 
Next Target Condition Kata
Next Target Condition KataNext Target Condition Kata
Next Target Condition Kata
 
Issue-Based Work Planning and Hypothesis Problem Solving
Issue-Based Work Planning and Hypothesis Problem SolvingIssue-Based Work Planning and Hypothesis Problem Solving
Issue-Based Work Planning and Hypothesis Problem Solving
 
Kaizen Spiral PDCA Report Template
Kaizen Spiral PDCA Report TemplateKaizen Spiral PDCA Report Template
Kaizen Spiral PDCA Report Template
 
Qm0018 quality development methods
Qm0018   quality development methodsQm0018   quality development methods
Qm0018 quality development methods
 
Toyota Kata Presentation for ITSM.fi TOP 10 Conference
Toyota Kata Presentation for ITSM.fi TOP 10 ConferenceToyota Kata Presentation for ITSM.fi TOP 10 Conference
Toyota Kata Presentation for ITSM.fi TOP 10 Conference
 
259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert
 
Introduction to Lean and PDSA Thinking
Introduction to Lean and PDSA ThinkingIntroduction to Lean and PDSA Thinking
Introduction to Lean and PDSA Thinking
 
Toyota Kata at La-Z-Boy
Toyota Kata at La-Z-BoyToyota Kata at La-Z-Boy
Toyota Kata at La-Z-Boy
 
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota KataITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
 
Kata and Adult Learning Theory
Kata and Adult Learning TheoryKata and Adult Learning Theory
Kata and Adult Learning Theory
 
KATA
KATAKATA
KATA
 

Kürzlich hochgeladen

Diploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfDiploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfMohonDas
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE
 
CAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxCAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxSaurabhParmar42
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 
Benefits & Challenges of Inclusive Education
Benefits & Challenges of Inclusive EducationBenefits & Challenges of Inclusive Education
Benefits & Challenges of Inclusive EducationMJDuyan
 
The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsEugene Lysak
 
Clinical Pharmacy Introduction to Clinical Pharmacy, Concept of clinical pptx
Clinical Pharmacy  Introduction to Clinical Pharmacy, Concept of clinical pptxClinical Pharmacy  Introduction to Clinical Pharmacy, Concept of clinical pptx
Clinical Pharmacy Introduction to Clinical Pharmacy, Concept of clinical pptxraviapr7
 
Practical Research 1 Lesson 9 Scope and delimitation.pptx
Practical Research 1 Lesson 9 Scope and delimitation.pptxPractical Research 1 Lesson 9 Scope and delimitation.pptx
Practical Research 1 Lesson 9 Scope and delimitation.pptxKatherine Villaluna
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17Celine George
 
How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17Celine George
 
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxPISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxEduSkills OECD
 
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxPractical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxKatherine Villaluna
 
M-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxM-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxDr. Santhosh Kumar. N
 
The Singapore Teaching Practice document
The Singapore Teaching Practice documentThe Singapore Teaching Practice document
The Singapore Teaching Practice documentXsasf Sfdfasd
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...Nguyen Thanh Tu Collection
 
CapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapitolTechU
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRATanmoy Mishra
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphNetziValdelomar1
 
HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfMohonDas
 

Kürzlich hochgeladen (20)

Diploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdfDiploma in Nursing Admission Test Question Solution 2023.pdf
Diploma in Nursing Admission Test Question Solution 2023.pdf
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024
 
CAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptxCAULIFLOWER BREEDING 1 Parmar pptx
CAULIFLOWER BREEDING 1 Parmar pptx
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 
Benefits & Challenges of Inclusive Education
Benefits & Challenges of Inclusive EducationBenefits & Challenges of Inclusive Education
Benefits & Challenges of Inclusive Education
 
The Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George WellsThe Stolen Bacillus by Herbert George Wells
The Stolen Bacillus by Herbert George Wells
 
Clinical Pharmacy Introduction to Clinical Pharmacy, Concept of clinical pptx
Clinical Pharmacy  Introduction to Clinical Pharmacy, Concept of clinical pptxClinical Pharmacy  Introduction to Clinical Pharmacy, Concept of clinical pptx
Clinical Pharmacy Introduction to Clinical Pharmacy, Concept of clinical pptx
 
Practical Research 1 Lesson 9 Scope and delimitation.pptx
Practical Research 1 Lesson 9 Scope and delimitation.pptxPractical Research 1 Lesson 9 Scope and delimitation.pptx
Practical Research 1 Lesson 9 Scope and delimitation.pptx
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17
 
How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17
 
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxPISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
 
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptxPractical Research 1: Lesson 8 Writing the Thesis Statement.pptx
Practical Research 1: Lesson 8 Writing the Thesis Statement.pptx
 
M-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxM-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptx
 
The Singapore Teaching Practice document
The Singapore Teaching Practice documentThe Singapore Teaching Practice document
The Singapore Teaching Practice document
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
 
Finals of Kant get Marx 2.0 : a general politics quiz
Finals of Kant get Marx 2.0 : a general politics quizFinals of Kant get Marx 2.0 : a general politics quiz
Finals of Kant get Marx 2.0 : a general politics quiz
 
CapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptx
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
 
Presentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a ParagraphPresentation on the Basics of Writing. Writing a Paragraph
Presentation on the Basics of Writing. Writing a Paragraph
 
HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdf
 

Toyota Kata Unified Field Theory

  • 1. Toyota Kata UNIFIED FIELD THEORY A simplified macro model for understanding Toyota Kata By Bill Costantino, W3 Group LLC With permission – Mike Rother, Author Nov 23, 2011
  • 2.
  • 3. TK - Unified Field Theory continued Problems, wastes, and opportunities for improvement
  • 4. TK - Unified Field Theory continued Current Knowledge Threshold
  • 5. TK - Unified Field Theory continued Target Opportunities identified from a Waste Walk
  • 6. TK - Unified Field Theory continued Possible Directions for Improvement
  • 7. TK - Unified Field Theory continued Most Likely Direction for Improvement
  • 8. TK - Unified Field Theory continued Most Likely Direction for Improvement
  • 9. TK - Unified Field Theory continued 1) Vision for the Customer Vague, very long term Vision
  • 10. TK - Unified Field Theory continued 1) Vision for the Customer 1a) Challenge with Metrics Vague, very long term Concrete, 1-3 year frame Vision Challenge
  • 11. Common Approach to Improvement Your pre-existing bias for action
  • 12. Common Approach to Improvement Your pre-existing bias for action Your preconceived ideas for improvement
  • 13. Common Approach to Improvement Your pre-existing bias for action Your preconceived ideas for improvement
  • 14. TK - Unified Field Theory continued 2) Grasp Current Condition Free of biases and preconceived notions!! Challenge Vision
  • 15. Grasp the Current Condition
  • 16. TK - Unified Field Theory continued Congratulations!! You’ve now grasped your Current Condition, hopefully free of biases and pre-conceptions. 2) Grasp Current Condition Vision Challenge
  • 17. TK - Unified Field Theory continued 3) Set Next Target Condition N TC Challenging because it is beyond our Current Knowledge Threshold Vision Challenge
  • 18. TK - Unified Field Theory continued Unclear Territory, The “Grey Zone” N TC ? ? ? ? ? ? ? ? ? Vision Challenge
  • 19. TK - Unified Field Theory continued Potential Obstacles Recognized Obstacles N TC Vision Challenge
  • 20. TK - Unified Field Theory continued 4) Rapid PDCA Cycles lead to Path of Discovery N TC Vision Challenge
  • 21.
  • 22. TK - Unified Field Theory continued Successive Target Conditions toward the Challenge Vision Challenge TC TC TC TC
  • 23. TK - Unified Field Theory continued Role of Leadership to establish these Challenge Teaching this is management’s job… through practice. Vision TC TC TC TC
  • 24. Thank You!! Comments, suggestions, and feedback are welcome at [email_address]

Hinweis der Redaktion

  1. I’m Bill Costantino Been working, learning , experimenting with TK since April, 2009 I’d Like to share with you a simplified macro view of Toyota Kata and how it works to increase our knowledge So here goes with the Toyota Kata Unified Field Theory… PAUSE / SLIDE ADVANCE
  2. Like many good unified filed theories… We begin with … An Individual… Surrounded by infinite space and unlimited possibilities… PAUSE / SLIDE ADVANCE
  3. In a more practical way, each of us is surrounded by problems, waste, and opportunities for improvement. These might be in the work world, social life, private life, or personal enterprise. PAUSE / SLIDE ADVANCE
  4. As we look around, each of us has a different perspective and base of experience . We each have a Current Threshold of Knowledge. Inside this threshold we are fairly certain of what we know. We are confident and familiar with things based on past experience. Outside the Knowledge Threshold, we may have little of no direct experience, we are less confident, less certain, or even completely unaware. Far enough beyond the Threshold of Knowledge and we don’t even know what we don’t know!! PAUSE / SLIDE ADVANCE
  5. If we want to improve a situation, let’s say at work for example… We go take a look, observe what we can…. And identify some number of problems that need to be fixed or opportunities waiting to be energized This is a common intent behind the “Waste Walk” PAUSE / SLIDE ADVANCE
  6. Up to this point, we’ve only been investigating… Seeing / observing what’s possible… Within our own personal Threshold of Knowledge. Thus far, we haven’t actually taken any action or made any changes. At this point in our story we are free to move in any possible direction. PAUSE / SLIDE ADVANCE
  7. Just as the Threshold of Knowledge is an unseen limit or boundary to our perception… Our personal biases are another unseen element that typically shape or thinking, choices, and behavior patterns. The direction we are most likely to move is the direction with which we are most familiar, the direction we have practiced most in the past. We may have more than one Bias, The dominant Bias, however, is the one that we will most likely tend to follow because … It is most familiar We are well practiced with it, and Thus, have a high degree of confidence in what we are planning to do PAUSE / SLIDE ADVANCE
  8. At this point in the story, many leaders or managers would prepare the classic Action Item List, with the Steps, Dates, and Owners for the each of the key activities that we’ve identified. Because we have a high degree of familiarity and confidence, it often seems that we simply need to Execute our plan in order to get to the intended result. PAUSE / SLIDE ADVANCE
  9. In contrast, Toyota Kata would have us use a different approach. Before taking any action, we would first try to understand the long term Vision of where we headed… And specifically the Vision as it relates to our Customer. Usually, such a vision is very far off in the future and quite vague. .. An element of Toyota’s vision, for example, is1x1 flow at lowest possible cost. PAUSE / SLIDE ADVANCE
  10. In order to provide a more tangible and concrete objective, we look for a specific Challenge that is well aligned with the longer term Vision. Typically the Challenge is in the 1-3 year timeframe. A Challenge can also be expressed in terms of clear metrics; i.e. Sales at xx dollars, Quality at less than 1,000 PPM level, On Time delivery of 99.5%, etc. As you can see in this example, while we may feel most confident and comfortable in the direction of our personal bias… It may not be well aligned to move us in the most direct path toward our Challenge / Vision. PAUSE / SLIDE ADVANCE
  11. So, in a more traditional environment… We have our pre-existing bias for action – contained within our Current Threshold of Knowledge PAUSE / SLIDE ADVANCE
  12. We have our ideas for improvement based on our Waste Walk. If we have a strong base of experience, we may have some strong pre-conceived notions about what needs to happen and how things need to be done. PAUSE / SLIDE ADVANCE
  13. Traditionally, we would simply translate this to an Action Item List and get to work making things better. But wait… PAUSE / SLIDE ADVANCE
  14. Toyota Kata would ask us to shift our Paradigm at this point. Rather than getting busy implementing our Action Item List Our next step would be to Grasp the Current Condition. Within a relatively short period of time, we would first explore the issue in greater detail using a methodical / systematic series of steps. The purpose of Grasping the Current Condition in this way is to see beyond our personal biases and preconceived notions. It allows us to conduct a more objective analysis that better prepares us to move in a direction more exactly aligned to the Challenge and Vision. You’ll notice when this is done well, our personal biases and pre-conceived notions have been (ideally) eliminated. PAUSE / SLIDE ADVANCE
  15. Grasping The Current Condition is typically done following the steps of Process Analysis. Though these steps were initially framed for discreet manufacturing processes, they can also be effectively applied in the service industry, administrative work, health care, non-profits, etc… Anywhere where … Value is delivered… To a customer / user Within a certain timeframe. Consistently Using the steps of Process analysis provides a very practical way for us to “Free Our Minds” and thus escape the limitations and constraints of our biases and preconceptions. PAUSE / SLIDE ADVANCE
  16. With the Process Analysis completed… We are now ready to move on to the next step… PAUSE / SLIDE ADVANCE
  17. Of Setting the Next Target Condition. You’ll notice this NTC is *OUTSIDE* of our current Knowledge Threshold… And directly aligned with the Challenge / Vision. It is truly Challenging(!) because it is beyond our current our current knowledge. We don’t know how we are going to get there. We are about to enter… PAUSE / SLIDE ADVANCE
  18. THE GREY ZONE !! Remember, Within our current knowledge threshold, we are in a Zone of Apparent Certainty. We have high familiarity and a greater sense of comfort. As we reach, and ultimately pass through our Knowledge Threshold we enter the Uncertainty Zone. We are less comfortable… We are confronted with many more questions. Things are less certain, more ambiguous The higher level of uncertainty and ambiguity in the Grey Zone often dissuades people from forging ahead. The likelihood of mistakes is higher in this Zone. However, as you can see, this is also the most direct path toward progressing toward our Challenge. Toyota Kata provides a methodical way, a consistent routine, for navigating through this Grey Zone, even in the face of ambiguity and uncertainty. PAUSE / SLIDE ADVANCE
  19. As we set out in pursuit of our Next Target Condition, there will be many potential Obstacles… Some of which we will immediately recognize. A key principle of the TK methodology is that we do not need to resolve every imaginable obstacle. Instead, we are looking for the most direct path toward our Next Target Condition. We only need to solve these Obstacles that are preventing us from operating in a way consistent with that Next Target Condition. PAUSE / SLIDE ADVANCE
  20. By using rapid PDCA cycles in a systematic way, we find our way through the field of Obstacles in the most direct path toward the Next Target Condition. Notice, this is not a straight line. Of necessity, we will be in a mode of learning and discovery as we move through the Grey Zone. The key is to conduct these PDCA cycles as rapid experiments. From each experiment, we gain new information, we learn… And so we are able to adjust our course based on facts and data gained through our experimenting. Thus we move forward toward our Next Target Condition… AND we gain knowledge!! We expand our Threshold of Knowledge. The key to moving forward quickly (i.e. learning quickly) is to conduct Quick PDCA cycles – Quick small experiments that give us useful facts and data about our chosen area of focus. Ideally, we are conducting small PDCA Experiments … every day!! Consistently using this approach, leads us along a Path of Discovery through the Grey Zone toward attainment of the Next Target Condition. PAUSE / SLIDE ADVANCE
  21. Consistent / Successful application of this rapid PDCA approach , ultimately brings us to the Desired Target Condition. The benefits of this approach are considerable: We, in fact, achieve a new level of performance that was once beyond our capabilities This new level of performance is well aligned with our ultimate direction toward achieving our larger Challenge. We have effectively expanded our Knowledge Threshold… converting the former Grey Zone of uncertainty and ambiguity to more of a comfort Zone with greater familiarity and direct experience. We have increased our personal skill with the Improvement Kata, this methodical series of steps that allows us to tackle a new challenging Target Condition that may be beyond our current knowledge Threshold. As we gain experience and confidence with this Toyota Kata approach… PAUSE / SLIDE ADVANCE
  22. We are able to tackle successive new Target Conditions that move us toward the ultimate attainment of our longer term Challenge. PAUSE / SLIDE ADVANCE
  23. Establishing the longer term Vision and Challenge is Role of Leadership in organizations. Teaching how to use the Improvement Kata to methodically move through the Grey Zone toward the Next Target Condition is the job of managers at all levels in the organization. Thus, consistent application of the Toyota Kata approach results in two powerful benefits It allows us to achieve challenging target conditions that are critical to our long term success, to achieve new / higher levels of performance. It develops the skills and capabilities of the people in our organization to face more of these challenges in the future. Ultimately, we believe these are the critical elements that provide any company or individual the strongest base of long term competitive advantage in today’s dynamic and volatile global environment.
  24. Thanks for your time and attention. I’d appreciate any comments, feedback, or suggestions you’d like to offer. Over and Out!!