Free Ebook Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
Free Ebook Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
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Audible Audiobook
Listening Length: 7 hours and 16 minutes
Program Type: Audiobook
Version: Unabridged
Publisher: McGraw-Hill Education
Audible.com Release Date: October 9, 2017
Language: English, English
ASIN: B0767KG4BQ
Amazon Best Sellers Rank:
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.
I'd previously given this book a 5 star review based upon reading. Now I can reaffirm based on DOING! Two weeks ago we launched our first real Lean "experiment"/ improvement process. I took the role of mentor in the teaching kata, and guided my Production Manager to help me write an A3 for how to dramatically reshape our shipping department. I didn't feel entirely comfortable, as I didn't have solid experience with ANY of the tools which are touted to fill up most "Lean" books. But by simply simply writing and mentoring the teaching of an A3, as taught in this book, we discovered all sorts of issues we hadn't been considering. And then, when we began to implement the formal plan -- as this book forewarned us to expect -- we uncovered a lot of additional considerations. That was several weeks ago. We are continuing to iterate on the improvement kata; it is clear we are on the right track to substantial improvement in the department and it is also more clear than ever that Lean isn't about "quick fix", short-term thinking (another lesson from this book).I've now purchased SIX copies of the book as we are picking up speed, proceeding to roll Lean out through all the aspects of our national business. It will doubtless take me years to really feel I am a fully experienced "Lean" practitioner. But I can't praise this book enough: Forget reading all the other books until you've really read this one. I wish I could take at least one star away from pretty nearly all the other Lean books out there so this one would really stand out as the shining STAR that it is.----Previous review:Of the probably 15 books I've read so far on "lean", this one stands alone in actually trying to teach the thinking *behind* Toyota's mindset of continuous improvement. As the author himself admits -- despite all the books, seminars, and consulting -- NOBODY has yet duplicated Toyota's results. You can be pretty sure you will fail, also, if you try to implement lean as a group of tools taught by a consultant. The tools are absolutely the LEAST important aspect of Toyota's success.In the author's words: "What we have been doing is observing Toyota's current visible practices, classifying them into lists of elements and principles and then trying to adopt them. This is reverse engineering ... and it is not working so well."I do think Lean has a lot to offer; It only makes sense that there a better and worse ways to do everything and that improvement really has no limits.The proper place to start, and to ground, is in the philosophy and more subtle behaviors at Toyota. The particular techniques are pretty much valueless without culture change and this is the only book I've read so far which really teaches that.
Excellent Book. This covers what you need to know to start teaching the improvement Kata. If you want to develope your teams capabilities and learn how to be a better hands on coach then read this book. I thoroughly enjoyed the examples that were outlined. Take the book serious and put actions into your daily practice.
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.
My background is in process improvement for over 25 years. Much of the writing and approach to process improvement focuses on the mechanics and not the underlying management philosophy necessary to achieve high performance through continuous improvement.In contrast, the author does a great job at describing his deeper insights about the intellectual foundation of what has made Toyota such a dominant force. He makes those ideas accessible to a wide audience of managers who want to adopt these ideas through examples and easy to grasp models.I look forward to applying these ideas and coaching techniques to help my team achieve our current "target conditions" and long term vision.For those in senior management roles, I highly recommend reading The Four Disciplines of Execution which is a complementary set of ideas that starts at the organizational strategy level. These two books together make for a powerful combination around implementation of modern CPI thinking.
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