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• April 24, 2023

Toyota Kata Guide: the improvement kata and the coaching kata

dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190584" data-dropdown-placement-param="top" data-term-id="257190584">Lean is a management and organization method that aims to identify and eliminate sources of waste in the work process, allowing the company to increase its performance. In order to make this method a long-term success, the change needs to be made at the human level . Managers and their teams must change the way they think, act and solve problems. That is where the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata comes in, a method that advocates knowledge transmission and repetition over the long term to promote dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190585" data-dropdown-placement-param="top" data-term-id="257190585">continuous improvement .

With the help of our expert Yves LeBrasseur, we invite you to delve into the subject of dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata , to understand how it works, its key elements and its benefits for the company.

Key takeaways

Understanding the Toyota Kata is crucial for successfully implementing continuous improvement practices in any organization.
The Toyota Kata provides a structured approach to problem-solving and developing a culture of continuous learning and improvement.
By following the Toyota Kata, organizations can foster a mindset of experimentation, iteration, and adaptability.
The Toyota Kata emphasizes the importance of setting clear goals, defining a target condition, and engaging in deliberate practice to achieve desired outcomes.
Implementing the Toyota Kata requires consistent coaching and leadership support to empower employees and drive sustainable improvement efforts.

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Why talk about dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata ?

"One story has often come up in my career: that of a boss who, after hearing about the benefits of Kaizen , the success of Toyota and many other companies that have used this management method, decided to apply it in his own company. To do so, he hires a consultant who comes to do a training with improvement activities and sets up pilot projects with employees. At first, everything went well and everyone was delighted with the new processes. Then the consultant leaves, and unfortunately the initiative slowly disappears. A very classic scenario in the field of Lean Yves LeBrasseur, Senior Expert at Proaction International

What is dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata ?

In dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190586" data-dropdown-placement-param="top" data-term-id="257190586">Japanese dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190595" data-dropdown-placement-param="top" data-term-id="257190595">martial arts , the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190608" data-dropdown-placement-param="top" data-term-id="257190608">Japanese dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190608" data-dropdown-placement-param="top" data-term-id="257190608"> word "kata" ("form") designates a series of codified and coordinated movements performed as part of a training exercise, which, through repetition, become reflexes, dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190601" data-dropdown-placement-param="top" data-term-id="257190601">second nature . These exercises, when practiced continuously, become perfectly mastered routines and lead to an improvement in technique.

The dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata comes from a dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190616" data-dropdown-placement-param="top" data-term-id="257190616">management book written by American researcher dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190582" data-dropdown-placement-param="top" data-term-id="257190582">Mike Rother " dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190598" data-dropdown-placement-param="top" data-term-id="257190598">Toyota Kata dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190598" data-dropdown-placement-param="top" data-term-id="257190598">: Managing People for Improvement , dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190593" data-dropdown-placement-param="top" data-term-id="257190593">Adaptiveness , and dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190600" data-dropdown-placement-param="top" data-term-id="257190600">Superior Results " (McGraw-Hill Education Edition). In it, the author draws on the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190612" data-dropdown-placement-param="top" data-term-id="257190612">methodology of the Toyota dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190585" data-dropdown-placement-param="top" data-term-id="257190585">Continuous Improvement Model and explains how the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190586" data-dropdown-placement-param="top" data-term-id="257190586">Japanese car manufacturer Toyota manages both dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190585" data-dropdown-placement-param="top" data-term-id="257190585">continuous improvement and employee know-how, using dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190581" data-dropdown-placement-param="top" data-term-id="257190581">improvement katas and dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190583" data-dropdown-placement-param="top" data-term-id="257190583">coaching katas . Indeed, in studying Toyota's way of doing things, dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190582" data-dropdown-placement-param="top" data-term-id="257190582">Mike Rother found that the organization's managers could naturally install a method of thinking and acting within their team that aimed to achieve the desired objectives and solve problems.

It is to this same practical method that he gave the name dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata . In his book, he develops its findings and helps to understand why some companies do not manage to use the full potential of dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190584" data-dropdown-placement-param="top" data-term-id="257190584">Lean and make only minor progress while other companies (like Toyota) manage to achieve much higher levels of performance by integrating improvement and dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190593" data-dropdown-placement-param="top" data-term-id="257190593">adaptation into the daily lives of their employees. It also demonstrates that the model proposed by Toyota applies to all processes and all types of companies.

To summarize, the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata is a method of creating a culture of learning, knowledge transfer, and dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190585" data-dropdown-placement-param="top" data-term-id="257190585">continuous improvement in the company by implementing these famous routines at different levels.

According to dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190582" data-dropdown-placement-param="top" data-term-id="257190582">Mike Rother , this management model includes two distinct routines:

The dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190581" data-dropdown-placement-param="top" data-term-id="257190581">Improvement Kata - Routine and Implementation
The dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190583" data-dropdown-placement-param="top" data-term-id="257190583">Coaching Kata - Coaching

The dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata includes at least three interlocutors: a learner (coachee), a coach, and a second coach.

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Our expert's point of view on the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata

After studying the Toyota dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190612" data-dropdown-placement-param="top" data-term-id="257190612">methodology for a long time, dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190582" data-dropdown-placement-param="top" data-term-id="257190582">Mike Rother realized that kaizens exist, but their functioning depends mainly on the corporate culture. Indeed, the company must be ready to put the processes in place, and making dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190590" data-dropdown-placement-param="top" data-term-id="257190590">kaizens must become a reflex for the organization. Thus, for these reflexes to be made and in the right way, three elements are necessary:

Knowledge of the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190590" data-dropdown-placement-param="top" data-term-id="257190590">Kaizen method

To carry out an improvement project, it is necessary to precisely define the team and the objective, to proceed step by step, and to have a structured analysis dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190612" data-dropdown-placement-param="top" data-term-id="257190612">methodology . The latter can be quite simple, but it must have a well-defined framework and allow trial and error.

Employee training

Training and especially coaching of teams are essential. dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190582" data-dropdown-placement-param="top" data-term-id="257190582">Mike Rother 's studies have shown that field coaching is significant at Toyota with much repetition. To be successful in an activity, dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190592" data-dropdown-placement-param="top" data-term-id="257190592">practice routines, and dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190626" data-dropdown-placement-param="top" data-term-id="257190626">coaching cycles are key factors. So, to be good at dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190590" data-dropdown-placement-param="top" data-term-id="257190590">kaizens , you have to do them often, a lot, and get expert coaching to make sure that everything goes well. The organization will therefore need people who know and master the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190612" data-dropdown-placement-param="top" data-term-id="257190612">methodology to guide the employees in a constructive way.

Management support

When we want to implement dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190590" data-dropdown-placement-param="top" data-term-id="257190590">Kaizen dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190612" data-dropdown-placement-param="top" data-term-id="257190612">methodologies , we are making a change in a company. This is called change management . One of the main points for the organization is to start by defining why it wants to embark on a dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata approach and its goal. Then, they need to have a clear vision of where they want to go and how far they want the method deployed. So that requires particularly strong support from management.

"In companies that have been very successful with dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata , it was often the higher-ups who would go out and coach in the field to show the importance of the process, but also to get directly involved, because that's how you get a culture of improvement in place."

How to implement the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata model

The dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190581" data-dropdown-placement-param="top" data-term-id="257190581">improvement kata consists of 4 key steps.

The purpose of the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190581" data-dropdown-placement-param="top" data-term-id="257190581">Improvement Kata is to create and anchor continuous dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190605" data-dropdown-placement-param="top" data-term-id="257190605">process improvement ( dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190590" data-dropdown-placement-param="top" data-term-id="257190590">Kaizen ) habits within the teams, to learn more about how the company works, and to use this better understanding to optimize the way of working by trying new routines. It, therefore, focuses on learning and exploring new ways of doing things.

The dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190581" data-dropdown-placement-param="top" data-term-id="257190581">improvement kata consists of 4 major steps.

Planning phase

1. Define the company's direction - Target Condition

You need to understand the organizational goal, the vision of the company (link to visionary leader article), the direction it wants to take, or the challenge to be met. Identifying this end goal will allow you to stay focused on it and not lose focus, but also to motivate employees towards this goal.

2. Understand the Current Situation - Actual Condition

You need to examine and understand in depth the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190621" data-dropdown-placement-param="top" data-term-id="257190621">current state - i.e., how the company operates, what you know, but also what you don't know and could learn. You must list processes, workflows, and results using the relevant indicators to succeed. Then you need to analyze them and objectively understand how they work.

3. Determine the next target condition

Here you have to define the next goal to be reached or the challenge to overcome to get closer to the goal (company vision). Ask yourself what could be changed or improved to get to this dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190591" data-dropdown-placement-param="top" data-term-id="257190591">next target condition , and then set a specific time frame for implementing that change. Focus on the process more than the outcome because a good process will lead to good results.

Experimentation Phase

4. Experimenting to overcome obstacles

For this dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190602" data-dropdown-placement-param="top" data-term-id="257190602">last step , you must conduct various experiments to overcome the identified barriers and learn from the results to see what works and what does not. To do this, use the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190597" data-dropdown-placement-param="top" data-term-id="257190597">PDCA cycles ( dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190606" data-dropdown-placement-param="top" data-term-id="257190606">Plan-Do-Check-Act ) by applying the following dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190623" data-dropdown-placement-param="top" data-term-id="257190623">small steps :

Plan - Define project objectives, participants, timeline, barriers
Do - Implement the project on a small scale, on a reduced dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190610" data-dropdown-placement-param="top" data-term-id="257190610">cycle time
Check - Check the results to see what went well and what needs to be improved
Act - Work on improving the identified problems

This method will allow you to test the improvement measures on a small scale and remove the obstacles individually to better understand and adapt the work processes.

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The dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190628" data-dropdown-placement-param="top" data-term-id="257190628">coaching kata dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190628" data-dropdown-placement-param="top" data-term-id="257190628"> cards in 5 questions

Kata coaching supports and complements the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190581" data-dropdown-placement-param="top" data-term-id="257190581">improvement kata . Its goal is to ensure that company leaders and managers can accompany and guide their employees in the kata improvement process, transforming them into coaches themselves.

To help the learner overcome the challenges that arise and adopt a particular state of mind while acquiring the necessary confidence, the coach asks 5 dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190614" data-dropdown-placement-param="top" data-term-id="257190614">kata questions that respond to the different stages of the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190581" data-dropdown-placement-param="top" data-term-id="257190581">improvement kata :

What is the target condition?
What is the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190587" data-dropdown-placement-param="top" data-term-id="257190587">current condition ?
What obstacles are preventing you from achieving the target condition?
What is the next step? What do you think will happen?
When can we see what we have learned by taking this step?

Four other questions arise to better answer this last question:

What do you have planned as your final step?
What did you expect?
What actually happened?
What did you learn?

This series of questions is essential to dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190583" data-dropdown-placement-param="top" data-term-id="257190583">coaching Kata; they depend on each other. It is, therefore, necessary to answer them in order, with as much precision as possible (answer the first one well to better answer the second one and so on). They can be applied in all contexts and at all levels of the hierarchy.

Why is coaching so crucial in applying the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata principle?

Coaching is a fundamental element of the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata . For example, practice is essential if I want to improve in a sport. I will have to train as much as possible, ideally on dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190618" data-dropdown-placement-param="top" data-term-id="257190618">daily practice , so that the techniques and movements of the sport in question become automatic. But I must also be guided and accompanied to do things correctly and efficiently. This is where the coach will fully play his role.

In the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata , he will allow having the right dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190612" data-dropdown-placement-param="top" data-term-id="257190612">methodology and the right tools. He will help to choose the right projects, not go too far into the details, and always keep the right structure. He will ensure a real follow-up because good coaching always includes a before (preparation of the coaching sessions), a during (coaching as such), and an after (possible points of improvement).

The Toyota Kata will be a key component here by having a coach who will closely follow the person who wants to learn the right methodology. And that's our expertise at Proaction International; it's part of our DNA: coaching managers and helping them improve in the workplace. This requires people to have the necessary training, skills, background, and experience. And let's not forget the tools that facilitate dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190585" data-dropdown-placement-param="top" data-term-id="257190585">continuous improvement and follow-up. That includes UTrakk , an online dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190619" data-dropdown-placement-param="top" data-term-id="257190619">management system platform that allows us to track our coaching rigorously.

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The benefits of dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata for the company

The application of the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata model has many benefits for the company. Here are some of them:

Establish a solid communication base between the manager and his team on the objectives to be reached and the challenges to be overcome;
Dealing with change in a more organized and efficient manner;
Fostering transparent communication (transparency link in business) and collaboration;
Encourage autonomy and initiative;
Encourage learning and the use of dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190588" data-dropdown-placement-param="top" data-term-id="257190588">scientific thinking ;
Identify areas for improvement;
Develop innovative and creative solutions to challenges;
Improve employee motivation, commitment , and satisfaction;
Reduce waste and unnecessary processes by applying sustainable solutions;
Increase productivity and, consequently company's performance in the long term.

The dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata method is a great asset for installing sustainable thinking and behavioral routines within the company to achieve the desired objectives and develop the necessary dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190589" data-dropdown-placement-param="top" data-term-id="257190589">problem-solving skills. It emphasizes the importance of learning and practicing to keep improving in a constantly changing environment.

The application of Katas allows for the reinforcement of dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190584" data-dropdown-placement-param="top" data-term-id="257190584">Lean management techniques and can even be associated with other Lean tools such as the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190596" data-dropdown-placement-param="top" data-term-id="257190596">Kanban method , dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190613" data-dropdown-placement-param="top" data-term-id="257190613">Value Stream Mapping , 5S , dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190611" data-dropdown-placement-param="top" data-term-id="257190611">Six Sigma , dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190590" data-dropdown-placement-param="top" data-term-id="257190590">Kaizen , dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190599" data-dropdown-placement-param="top" data-term-id="257190599"> Gemba Walk checklist , etc... to allow the organization to maintain its competitive advantage by being ever more efficient and innovative

FAQ - Toyota Kata

What is toyota kata.

The Toyota Kata methodology is a scientific way of developing a culture of continuous improvement. Developed by Toyota, it is a structured approach to help organizations to adapt, create, and innovate in the face of unpredictable situations.

Who developed the Toyota Kata methodology?

The Toyota Kata methodology was developed by Mike Rother, an American researcher, and writer in his book, "Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results".

Why is Toyota Kata important for organizations?

Organizations that implement the Toyota Kata methodology witness measurable improvements in productivity, quality, safety, and employee satisfaction. It helps organizations to develop a continuous problem-solving culture, where everyone in the organization can work towards improving processes and productivity, leading to long-term success.

What are the key components of the Toyota Kata process?

The Toyota Kata process has two key components:

The Improvement Kata - This component is designed to address problems and make improvements by constantly testing, adjusting, and improving processes. It promotes a culture of continuous improvement and experimentation.

The Coaching Kata - This component is designed to train managers and team leaders in problem-solving skills, leadership, and coaching techniques. It helps managers and team leaders to develop the skills and tools for guiding their teams towards improvement continuously.

How can organizations implement Toyota Kata in their daily operations and improve their productivity?

Organizations can implement Toyota Kata in their daily operations by following a few key steps:

Start by identifying the organization's current condition and set a vision for the future.
Create a roadmap to achieve the desired future state.
Start with small and simple experiments to test the changes in processes.
Drive continuous learning and improvement by sharing insights and feedback.

By following these steps, organizations can implement Toyota Kata and create a culture of continuous improvement, leading to increased productivity and long-term success.

Do you want to implement the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata in your organization ?

With over 15 years of experience in the coaching field, our experts are here to accompany you and help you implement and use the power of the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata to increase your company's dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190607" data-dropdown-placement-param="top" data-term-id="257190607">metrics in the long term.

Adeline de Oliveira

Writer and editorial manager for about 15 years, Adeline de Oliveira is passionate about human behavior and communication dynamics. At Proaction International, she covers topics ranging from Industry 5.0 to operational excellence, with a focus on leadership development. This expertise enables her to offer insights and advice on employee engagement and continuous improvement of managerial skills.

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What is Toyota Kata?

Kata definition.

Kata is yet another Japanese history. It translates to “mold” (型) or “shape” (形) and is used as a training method in martial arts where they practice and perfect routines and movements. The idea is to internalize behavior so they can be used and adapted for different purposes with less effort.

The Toyota Production System

Toyota is the other part of Toyota Kata. Again, we turn to Japan and Toyota car manufacturer. They developed a production system based on the philosophy of achieving the complete elimination of all waste in pursuit of the most effective methods . This is referred to as Lean Manufacturing System and Just-in-Time production.

The Toyota Kata

Just like the Kata is used in martial arts, Toyota developed this approach to build and strengthen the organization’s problem-solving capabilities. Toyota Kata is not a problem-solving tool, but it’s a methodology to become a learning organization.

The Toyota Kata helps the organization to become more agile, innovative and to solve problems. It works with the mindset to increase the speed of learning.

Toyota Kata is divided in two main categories: Improvement Kata and Coaching Kata.

Improvement Kata

The Improvement Kata is for individuals to move from the current state to the desired condition. This is done by using the four Improvement Kata steps:

Understand direction of change: To know where you are heading, you must set the direction. Define your vision to help keep an eye on your bearings.
Grasp the current situation: You cannot develop a route or solutions without knowing where you are. Looking at a map, you are going from point A to point B. Fully understanding your current situation is point A.
Establish next target condition: Based on the current situation and the direction of change, you define your next target condition. This is one step in the direction of your vision.
Experiment towards target condition: Define actions you believe will lead you to the target condition. A dynamic action list is very helpful where you can describe your hypothesis and expected outcome. After a certain time, you will evaluate if the change gave the necessary results, or if you need to adapt and try again. This is an iterative process using PDCA on these experiments.

Coaching Kata

This is the ongoing process between the person performing Improvement Kata and his coach. Both operators, supervisors and managers can use Coaching Kata with their respective coaches.

The purpose with coaching kata is to build and strengthen the employees’ capabilities to solve problems and make improvements. Remember, giving answers straight forward does not built the employees capabilities. Reflection and individual practice do.

It’s a regular exercise for the mind, practicing Kata. The employee and the coach do a weekly one-to-one session of approximately 20 minutes where they reflect on the five following questions:

What is the target condition?
What is the current condition?
Any problems? What is being done?
What is the next step (PDCA)?
When can we see what has been learned?

Benefits of Toyota Kata

Develop skills
Strengthen Lean culture
Built problem solving capabilities
Practice continuous improvement mindset
Create innovation and organizational development

Using this methodology helps establish and strengthen lean thinking, innovation culture and adds problem solving capabilities to your organization.

A3 is a good tools for your Kata process

A3s, with templates for both Improvement Kata and Coaching Kata is a suitable formatted tool to help you document and structure the kata process.

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What is the Toyota Kata?

The Toyota Kata concept was developed by Mike Rother . It is a way of managing teams, teaching them to adopt the methods used and perfected by Toyota .

In Japanese, kata (型) stands for a set of structured routine movements that a martial arts practitioner would deliberately engage in to ensure that specific moves become their second nature.

Why is Toyota Kata needed?

Mike Rother noticed that while there were plenty of companies besides Toyota achieving high levels of success with Lean, other companies were less successful. He suggested that although those other companies attempted to embrace Lean on the surface, leaders and staff did not change their core ways of thinking & acting.

In observation of several Lean initiatives and projects, he noticed the following:

Companies start their Lean implementation with lots of excitement
Some progress is achieved at the beginning, but the end target state is not reached
Subsequent desired results are not fully achieved
Companies return to their homeostasis, and their former way of operating
Employee thinking and mindset does not change

Rother developed a systematic way of practicing Lean. One, that encourages leaders and employees to effectively change their thinking and behavior, as opposed to only going through the motions of a set Lean initiative.

The Toyota Kata concept distinguishes an Improvement Kata and a Coaching Kata .

Improvement Kata

The Improvement Kata is a way of practicing scientific thinking through the use of set goal-oriented, problem-solving routines. It has 3 phases:

The planning phase in which you determine where you want to get to, where you are currently, and what is the next step to take you closer to the goal.
The execution phase in which you execute the plan and learn from it. This phase consists of many small experiments - as you hit roadblocks and overcome challenges, you learn what works and what does not. The goal is to deal with the problems that arise until the path to achieving your desired outcome is clear.
The adaptation phase is the final phase, in which you look back at the overcome obstacles and adapt your plan and execution for the next cycle.

The Improvement Kata bases on the deliberate practice of a doing - feedback - adjustment loop. The most important part is identifying where you’re going wrong and discovering ways to improve that weakness. For example - a karateka who keeps dropping their hands during a fight would need to practice constantly keeping their hands up. In the same way, a software engineer who never tests their code could design a daily practice that would keep reminding them to test the solution before they deploy it.

Coaching Kata

For kata - a routine, an order of working - to exist, there has to be someone performing an activity and someone observing, reviewing, and providing direction on it. That is where the leader comes in, coaching their team members, preventing them from subconsciously reverting to old ways of working. Through their objective perspective, the coach also prevents the team from basing new habits on bad practices.

In the same way, that team members aren’t used to deliberate improvement practices; leaders are often not well versed in guiding employees’ improvement. Therefore, Coaching Kata exists to help leaders mentor their teams.

A coach can conduct 20-minute improvement sessions to ask questions that determine how the employee is currently thinking. They should also help the employee take the next step to optimize their growth and provide feedback on processes in their daily work. To check whether they are evaluating their performance correctly. A coach may also guide the employee through the learning process and ensure that they’re constantly practicing their kata.

The five questions that the coach constantly reviews with the employee are:
What is the target condition, as related to the current state?
What is the current situation?
What do you think is preventing you from achieving the goal?
What next step will you implement?
How quickly will we be able to review what we’ve learned from this next step?

How to use Toyota Kata for employee improvement?

Step 1: analyse the value stream.

Create a value stream map of the target process that you want to achieve. It will clearly express your vision and the benefits for the company to the employees you coach.

Did you know?

A Kanban Tool ® board is a handy aid in a flexible value stream visualization. Show the value streams as board stages as - as you start to understand the process better - adjust them anytime, all the while involving the rest of the team in the mapping, getting their comments and views on the shared project board. Try it out for free! Please enter valid URL This name is not available Please enter valid email address

Step 2: Reflect the goal on the current state

Look at the current value stream map with the employee and notice the differences between what it is and what you want to make it.

Step 3: Set the goal

Set short-term goals, naming the recommended steps and practices they have agreed to implement to reach their target.

Step 4: Monitor progress regularly

Have a 30-minute discussion with them every week to catch up on their progress and conclusions. Review their short-term progress once a month and sum up general status once every six months. It can be a good idea to provide rewards and incentives for achieving monthly and six-monthly targets.

Step 5: Do an annual review to reinforce the new habit-creating mindset

At the end of the year, review the employee’s performance based on their achieved goals, growth, and new habits formed.

The Toyota Kata can bring a new, dynamic way of guiding team members to improvement that far surpasses the typical OKR (Objectives and Key Results) environment of western managerial practices. In conjunction with what a company Hoshin Kanri program outlines, leaders can ensure that employees are growing and improving, adding to the company’s overall Lean goals. Furthermore, team members can look back and be satisfied with their new habits and a newly achieved mindset, making it more likely they will meet their next year’s goals too.

Toyota Kata & Kanban

It’s been said , that Toyota Kata is the perfect addition to a successful Kanban implementation, making for a truly Lean process . That is because the Kanban process cannot be tricked into showing you conditions other than the actual ones.

Kanban will also make it easy to gradually implement changes through its explicit policies and WIP limits . It will continuously measure your progress throughout the changes, making it clear whether the team has or has not mastered their kata.

How is Toyota Kata different from Kaizen?

Both of these concepts refer to process and performance improvement. The difference between them boils down to their methods or lack thereof. A continued effort to spot an improvement opportunity in your environment and take it would be engaging in Kaizen . But a more scientific, problem-solving, methodic approach to defining a problem and making a plan to eliminate it would be an implementation of Toyota Kata.

In many cases, the two ideas will overlap, and there is nothing wrong with that. In the end, the goal is always one: to make a change for the better. Some changes, e.g., those to complex processes relying on fluctuating decision-making, will be better to approach and measure methodically. Others, e.g., a one-time improvement to communication flow between team members, can be achieved instantaneously and be classified as a small Kaizen event.

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What is Toyota Kata?

Posted by Maggie Millard

Aug 18, 2014 1:41:00 PM

Well, for starters, a kata is a small, well-structured protocol or routine that becomes second nature through practice. The point of the kata is to acquire the habits of thought and action through practice, rather than to just memorize the routine. And, a kata makes these skills transferable to others, which is an important part of developing a sustained culture of continuous improvement within an organization.

Toyota’s improvement processes come from two fundamental kata - the improvement kata (or problem solving) and the coaching kata.

The Toyota Problem Solving Kata:

The Toyota problem solving kata encourages working on single issues and single countermeasures in rapid succession. Operating this way increases the organization’s knowledge and understanding of that process. The goals of this kata are to learn about the system itself to fully understand the situation, and to apply only one countermeasure at a time (so that you can accurately identify cause and effect).

The Toyota Coaching Kata

At Toyota, leaders offer guidance for solving problems in the correct ways, helping to develop employees’ problem solving skills. In this way, it is the team members, not the supervisors, who find the solutions to problems. Most improvement efforts are “bottom up,” relying on and improving upon each employee’s knowledge base.

There are two main duties of a leader under these kata:

Respond At the first sign of an issue, a leader must respond and take ownership of the problem. The first response is to institute a short-term countermeasure - this allows work to continue unimpeded while a more permanent solution is identified and implemented. It is during this pursuit of the best solution that the coaching kata becomes invaluable.
Understand An organization relies on its employees fully understanding their work processes. When a problem arises, it reveals some missing information about the process. Understanding the origin of the problem and its effect on other areas of the organization will enable better problem solving and increase the profound knowledge of the organization as a whole.

See how KaiNexus customer Michael Lombard uses Toyota Kata at his organization:

Click here to see how KaiNexus helps Michael with his Toyota Kata efforts!

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https://www.nist.gov/blogs/manufacturing-innovation-blog/toyota-kata-lean-strategy-keeping-pace-change

Manufacturing Innovation Blog

Toyota Kata: A Lean Strategy for Keeping Up with the Pace of Change

“Why are our changeovers taking so long?”

If you’ve asked this question on the shop floor, more than likely you were met with blank stares by your employees. Open-ended questions like this are overwhelming, so employees try to find quick answers that don’t really address the problem. They don’t have a starting point to form an answer.

But what if you asked a question with a specific, achievable goal?

“What steps can we take to reduce changeover time by 15 minutes?”

You’ve then provided your employees with a measurable goal in the form of a question. Your workers may feel empowered to answer with some hands-on suggestions for incremental changes, such as reducing setup steps or combining workstations. This in turn could not only reduce changeover time, but significantly eliminate wait times and inventories.

This approach is often described as Kaizen, or “continuous improvement,” which serves as the backbone for lean manufacturing . Kaizen uses the Plan, Do, Check, Act (PDCA) problem-solving cycle to encourage manufacturers to use small ideas to solve big problems, such as costly, time-intensive changeovers.

These methodologies are the building blocks of Toyota Kata , an innovative, lean way of thinking described in the book by Mike Rother, “Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results.”

In essence, Toyota Kata goes beyond problem-solving to teach management, engineers, and operators a new mindset to develop their creative and scientific-thinking skills to make them more effective, lean manufacturers. This approach looks at lean manufacturing as a culture, rather than a single process.

With the world of manufacturing evolving at a breathtaking pace thanks to developments such as Artificial Intelligence (AI), labor skill gaps, and the Industrial Internet of Things (IIoT) , Toyota Kata gives smaller manufacturers a lean strategy to help them grow with these developments. It empowers employees with the skills they can use to continuously improve, adapt, and generate ideas for a strategic, competitive advantage.

Small Steps Lead to Big Results for Manufacturers

Toyota is known as the most successful early adopter of Kaizen and the originator of the “continuous improvement” philosophy for manufacturers as part of its innovative Toyota Production System . This approach helped the company create vehicles famous for their reliability, while eliminating production waste, time, and energy resources. Toyota’s “plan slowly and act quickly” philosophy helped create the Prius hybrid, which positioned the company as the leader in hybrid technology. More than 80 years after the company’s founding, Toyota is the world’s largest automaker .

Toyota Kata builds on Toyota’s “continuous improvement” success model, so other manufacturers can learn from its example. This approach has become increasingly popular with manufacturers who want to move beyond short-term production goals to empower their workforce to implement daily, sustainable process improvements.

In Arkansas, Almatis Premiun Alumina had previous experience working with lean tools and using those tools in the traditional point solutions approach that led to obvious improvements and positive results. The challenge was to sustain continuous improvement. The company was interested in revitalizing its lean efforts and pursuing sustainability. Almatis contacted the Arkansas Economic Development Commission – Manufacturing Solutions (AEDC-MS), the MEP Center in Arkansas, for assistance.

AEDC-MS sought to create a program that would target bottom-line improvements through process cost reductions. A team of 18 people identified, managed and capitalized on opportunities within the manufacturing process. AEDC-MS led eight hours of Lean 101 training, including introductions to the Improvement Kata. Then, the team used leadership coaching to focus on individual responsibilities, human nature’s tendency to oppose change and exposure to the scientific process of continuous improvement. Sixteen hours of Value Stream Mapping was used to address the needs of a specific manufacturing line and office activities. Extra time was spent with the Almatis management team to assure they were ready for Kata delivery. A three-day Toyota Kata session led to a $12,000/month savings in the first two days of implementation, providing a full return on investment within the first 30 days of improvement.

Other results achieved included:

$2.5M in increased or retained sales over one year
160 new or retained jobs
$200,000 in cost savings
$475,000 in new investment

How to Integrate Toyota Kata Within Your Facility

To help small and medium-sized manufacturers achieve lean success like Almatis and Toyota, the MEP National Network TM has developed a Toyota Kata overview: Toyota Kata: Developing the Skills to Thrive in Today’s Constantly Changing Marketplace .

This overview highlights that, while smaller manufacturers may not have the level of strategic resources like the behemoth Toyota, they can apply the same methodologies of Toyota Kata, including:

Developing new habits and allowing people to think differently about problems and goals
A way of working, and of working together
Using scientific thinking as an ingredient to make teams and organizations more effective and successful
Developing a culture of continuous learning and improvement at all levels through deliberate practice

Implementation of Toyota Kata begins with the aptly-named Starter Kata. Starter Kata focuses on small protocols and processes that, when practiced early and often, help manufacturing employees learn faster and teaches them to work more collaboratively. The two main elements of Starter Kata are Improvement Kata and Coaching Kata, as noted in the above Almatis example.

The Improvement and Coaching Kata help employees:

Understand the direction or challenge
Grasp the current condition
Establish the next target condition
Experiment toward the target condition

By integrating Toyota Kata as part of your manufacturing best practices, your employees can successfully overcome obstacles and develop more confidence and scientific thinking to solve problems.

The MEP National Network’s overview of Toyota Kata is a first step to empowering your workforce to become more agile, so they can find new ways to cut waste, develop new technologies, and adapt to these new changes in the ever-increasing competitive world of manufacturing.

About the author

Brian Lagas

Brian Lagas manages NIST MEP's Continuous Improvement, Toyota Kata, Sustainability and Export initiatives.

Tap into a new talent pool to fill your workforce gaps: Second chance citizens

The MEP National Network’s Supply Chain Optimization and Intelligence Network: Helping Manufacturers Bridge Gaps

Leading the MEP Program – and Giving Back to this Land of Hope and Promise

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Toyota Kata

What is a kata.

A kata is a small, well-structured protocol or routine that becomes second nature through practice, and brings about the development of a particular skill. The point of the kata is not the memorization of the routines, but rather is the habits of thought and action that practicing them leaves behind.

In other words, a kata is a means for the acquisition of new cognitive and behavioral skills, such as process improvement. Furthermore, a kata make these skills transferable to others - an essential part of developing a sustained culture of continuous improvement within an organization.

How does Toyota use kata?

Toyota’s improvement processes arise from two fundamental kata - the first is for improvement or problem solving, the second for coaching.

The Toyota Problem Solving Kata

A common, but flawed, strategy for problem solving involves taking on complex problems and tackling many issues simultaneously. This approach makes it difficult to understand which strategies and techniques worked and which did not, as too many changes are made simultaneously.

Conversely, the Toyota problem solving kata encourages working on single issues and single countermeasures in rapid succession. Operating this way increases the organization’s profound knowledge and understanding of that process.

The goals here are twofold:

1. Learn about the system itself and come to fully understand the situation

2. Observe the situation, applying only one countermeasure at a time so that cause and effect becomes apparent.

What's more, as each countermeasure is applied, it reveals the next problem and the improvement process can quickly proceed.

The Toyota Coaching Kata

Most companies have some version of a performance management system in which a team member develops a set of goals with his supervisor and is evaluated at the end of the time period on his performance in meeting those goals. However, this is more authoritarian than collaborative, leading with pressure rather than coaching.

At Toyota, a process of mentoring replaces this outdated leadership style. Leaders offer guidance for solving problems in the correct ways, helping to develop employees’ problem solving skills. In this way, it is the team members, not the supervisors, who find the solutions to problems.

With the Toyota coaching kata , most improvement efforts are “bottom up,” relying on and improving upon each employee’s knowledge base. Additionally, the entire operation is reliant on problems being flagged immediately. This allows most problems to be discovered and solved when they are still small, rather than waiting until they set off a chain of failures and subsequent problems.

There are two main duties of a leader under these kata:

Respond At the first sign of an issue, a leader must respond and take ownership of the problem. The first response is to institute a short-term countermeasure - this allows work to continue unimpeded while a more permanent solution is identified and implemented. It is during this pursuit of the best solution that the coaching kata becomes invaluable.

See how KaiNexus customer Michael Lombard uses the Toyota Kata in his organization:

Michael lombard.

Director of Operational Excellence at a Hospital in the Dallas-Ft. Worth Area

In this video, Michael says...

When I came in as Director, we were kind of starting with a blank slate, so we had the opportunity to do some research. We started looking at some videos by John Shook of the Lean Enterprise Institute, and he talks about two pillars of CI: one being process improvement, the other being developing the capacity of your organization - giving them skills and competencies, and you want to be able to do both at the same time.

We came across the Toyota Kata method to continuous improvement, and it really does help fulfill both of these pillars at the same time. So we adopted that about a year ago and we've been experimenting just to see what works and what doesn't, and it works really well. Clinicians love it, it appeals to their action oriented nature, it allows them to just try things and learn from it and take steps forward.

Really, our next step with the Toyota Kata approach is going beyond our initial cadre of coaches, and infiltrating all levels of the organization. We're starting so see a pretty good spread (we track that sort of thing - how many departments we're doing coaching in, how many departments we're doing PDCA cycles in). But we really need to take it to that next level and start engaging everybody in the organization, from the clinical staff to the physicians, to the nonclinical staff and the leaders.

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Mastering Problem-Solving and Decision-Making Skills with Toyota Kata

Toyota Kata is a methodology developed by Toyota to help organizations achieve continuous improvement. At its core, Toyota Kata is a set of practices that help individuals and teams to develop and improve their problem-solving and decision-making skills.

The word “kata” refers to movements or techniques practiced repeatedly until they become ingrained in the performer’s muscle memory. In the context of Toyota Kata, the term refers to practices designed to help individuals and teams develop the skills they need to improve continuously.

So, how does Toyota Kata work? At its core, Toyota Kata is based on experimentation and learning. The methodology involves a four-step process:

Understand the direction: The first step in the Toyota Kata process is understanding the direction or goal. This involves clearly understanding what you are trying to achieve and why it is important.
Grasp the current condition: The second step is to grasp the current condition. This involves clearly understanding the current situation and identifying any obstacles or challenges that must be overcome.
Establish the target condition: The third step is establishing the target condition. This involves developing a clear vision of where you want to be and what you must do to get there.
Conduct experiments: The fourth step is to conduct experiments. This involves testing different approaches and solutions to see what works and what doesn’t.

The Toyota Kata methodology is designed to be used on an ongoing basis. By following this process, individuals and teams can continuously experiment and learn, improving their problem-solving and decision-making skills.

So, what are the benefits of using Toyota Kata? One of the key benefits is that it helps to establish a culture of continuous improvement. By encouraging experimentation and learning, Toyota Kata helps create an environment where individuals and teams constantly look for ways to improve.

What do I get out of practicing KATA?

We gain a new meta-skill with frequent training to apply in all possible situations. Here are some examples:

Improved adaptability to increasingly complex and dynamic situations.
True daily continuous improvement becomes part of our business.
Increased likelihood that we discover innovations through improved problem-solving skills.
A way of leading includes an organic way of building a learning organization.
The ability to learn new skills faster. 6) Find unique solutions to unique challenges.

Another benefit of Toyota Kata is that it helps to develop the problem-solving and decision-making skills of individuals and teams. By practicing the Toyota Kata techniques, individuals and teams can improve their ability to identify problems, develop solutions, and make decisions.

In conclusion, Toyota Kata is a powerful tool for any organization seeking continuous improvement. By following the four-step process of understanding the direction, grasping the current condition, establishing the target condition, and conducting experiments, individuals and teams can develop the problem-solving and decision-making skills they need to succeed. With its emphasis on experimentation and learning, Toyota Kata helps to create a culture of continuous improvement and sets organizations on a path to long-term success.

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The Lean Post / Articles / How the Toyota Way and Toyota Kata Fit Together

Executive Leadership

How the Toyota Way and Toyota Kata Fit Together

By Jeffrey Liker

March 18, 2022

The author of The Toyota Way explains where Toyota Kata fits with Toyota’s broader management principles — and how each enhances the other to help you build more effective organizations.

Recently, I’ve noticed some confusion about the relationship between the Toyota Way and Toyota Kata . So, with the publication of the second edition of my book, The Toyota Way , I want to clarify the differences.

The Toyota Way and Toyota Kata are management concepts described in well-known books that reveal the thinking and practices underlying the company’s success. The Toyota Way summarizes the management system Toyota has evolved over the last century as a set of fourteen principles. Toyota Kata describes the practice routines Mike Rother developed to aid people in getting started developing the habit of scientific thinking he saw as central to Toyota’s success.

The term “scientific thinking” can be confusing and might spark the picture of a lone scientist sitting in the lab conducting some fundamental research and developing abstract models. However, in lean management and problem-solving, scientific thinking refers to the mindset and practices that enable people to achieve challenging goals. In teaching and coaching scientific thinking, lean practitioners, then, are trying to develop people’s “practical scientific thinking” skills, which will help enhance their problem-solving capabilities.

These were written about in different books and are often practiced as though they are different schools of thought or approaches to lean transformation. So the question is: Are these two systems compatible, or do we have to choose to believe in one or the other?

I have had an insider seat to both since I have been studying Toyota for about 40 years, and Mike was my graduate student at the University of Michigan and lives close by. So we regularly have long discussions about these topics.

My overall conclusion is that while I was deriving general management principles from my learning about Toyota, Mike was delving into a practical approach to one of the core aspects — problem-solving through scientific thinking.

Mike’s model of scientific thinking — the Improvement Kata Pattern — was derived from watching some of the best Toyota Production System (TPS) masters in Toyota at work . He then went beyond the conceptual model to help others learn how to do this themselves through an age-old approach to mastering complex skills — deliberate practice with a coach!

Integrating The Toyota Way and Toyota Kata

Based on my long discussions with Mike and some soul-searching myself as to where this all fits together, I changed the foundational 4P model of The Toyota Way to place scientific thinking in the center ( see illustration below ).

In the first edition published in 2004, I had represented the model as a pyramid, placing philosophy as the foundation and problem-solving at the pinnacle. At that time, it had seemed that scientific thinking should be a part of problem-solving. However, after thinking more about it, I made two significant changes to the model for the 2020 second edition:

I changed the model to a set of interconnected puzzle pieces to show that all the components are interrelated — a system.
I put scientific thinking at the system’s center after concluding that all the principles are more effective with a scientific approach. For example, though the process principles seem to lead to a straightforward implementation of tools, like a work cell , they don’t. Instead, with a scientific approach, you start with a vision or objective, such as achieving one-piece flow of value to customers. You then experiment with ways to work toward this vision, continually learning and refining your process .

Seeing Scientific Thinking in the TPS

While “scientific thinking” may seem new and perhaps theoretical, it is consistent with Toyota’s teachings, going back to the first TPS manual by Taiichi Ohno: “On the shop floor, it is important to start with the actual phenomenon and search for the root cause in order to solve the problem. In other words, we must emphasize getting the facts.”

One of Ohno’s students, Hajime Ohba, later explained in a public presentation: “TPS is built on the scientific way of thinking … How do I respond to this problem? Not a toolbox. [You have to be] willing to start small, learn through trial and error.”

In his excellent 2004 Harvard Business Review article on “ Learning to Lead at Toyota ,” Steven Spear discusses the rigor with which Toyota trains all its managers to be scientific thinkers: “Trainees watch employees work and machines operate, looking for visible problems… Learners articulate their hypotheses about changes’ potential impact, then use experiments to test their hypotheses. They explain gaps between predicted and actual results… Supervisors act as coaches, not problem solvers. They teach trainees to observe and experiment.”

Compare this with Rother’s description of the basics of practical scientific thinking for the rest of us who are not PhD scientists:

Acknowledging that our comprehension is always incomplete and possibly wrong.
Assuming that answers will be found by testing rather than just deliberation.
Appreciating that differences between what we predict will happen and what actually happens can be a useful source of learning and corrective adjustment.

Developing the Kata

Mike wanted to go beyond elucidating principles of scientific thinking, so he arrived at the approach of daily practice via kata . Kata in Japanese martial arts like karate are specific movements that the master teaches to the learner through demonstration and then watching the learner try, repeatedly, until the student achieves some level of mastery of that specific, building-block skill. This approach then leads to mastering the next kata, and next, and so on. Over time, the karate student moves from practicing individual kata to combining them as situationally demanded when fighting. Those who have seen The Karate Kid have seen kata in practice ; those who have watched a jazz band play have seen the results.

Those who have seen The Karate Kid have seen kata in practice; those who have watched a jazz band play have seen the results.

Mike provided us with the Improvement Kata and Coaching Kata — including a set of practice routines, or “Starter Kata,” for each stage of the model, which people can use to practice scientific thinking deliberately.

Having a way to practice scientific thinking is critical to counter our natural “problem-solving” instincts. All of our skills and ways of thinking occur in our brains. Routine actions like maneuvering our car are bundles of connected neurons that we can call up, somewhat like computers call up subroutines. However, the problem is our natural subroutines for solving problems program us to quickly imagine solutions before deliberately thinking through the problem definition and understanding the current condition.

The Lean Community has offered various methods to prevent this jumping-to-conclusions instinct, such as systematically stepping through the plan-do-check-act ( PDCA ) process. However, neither telling people to do this nor several-day problem-solving workshops are enough to create new, counter-intuitive neural circuits.

It is tempting to try to devise a way to flush our minds clean of these old thinking habits, but what is in our brain does not in any natural way get wiped as we can do to a computer’s memory. Instead, we must build new neurological structures that, when strengthened through practice, become our go-to for addressing problems. The old well-worn ways of fast thinking start to fade into the background since we do not use them, and the new slow-thinking patterns start feeling more natural. We are practicing, or should I say “deliberately practicing,” a new way and in doing so rewiring our brains.

Creating Daily Habits of Deliberate Practice

Toyota teaches practical scientific thinking to each manager, beginning when they are hired, and coaches reinforce the practice daily. But the rest of us need some regimen to practice deliberately. Mike’s Improvement Kata serves this purpose ( See illustration below ).

In total, the Improvement Kata starts with a clear purpose in the form of a measurable challenge, and then we iteratively learn our way to the challenge. The starting assumption is that we do not know how to meet the challenge because of too much uncertainty. So we have to step our way through it experiment by experiment, adjusting and learning as we go. Most people are uncomfortable not knowing, accepting uncertainty, and recognizing that the future is not predictable. Therefore, we need to practice our reactions when confronted with such situations, ideally with a coach.

The emphasis in Toyota is on learning by doing . Toyota values theory, but as a basis for developing practice through experimenting.

Now, we all know the emphasis in Toyota is on learning by doing. Toyota values theory but only as a basis for developing practice through experimenting. To make this scientific-thinking pattern gel in our minds, we need enough practice to create strong neural pathways.

Understanding the Neuroscience of Learning

We also know that there is a limit to how much new input our brains can absorb in one session, and it’s less than you might think. Twenty minutes seems to be about right. Practicing for short periods daily for several months is much more impactful than morning-to-night sessions that we might have in an executive immersion training course or a one-week kaizen event.

Neuroscientists have demonstrated that behavior and thinking are interconnected (s ee illustration below ). When we do something, that information gets encoded as a bundle of neurons and synapses that connect the neurons. When we practice a particular way, we get a very efficient circuit that becomes our habit. So, for example, if we approach a problem through fast thinking, jumping to conclusions, we are more likely to address issues. To counter that tendency, we need to behave scientifically repeatedly, which will change how we think and make us more likely to approach problems that way in the future.

When you put this all together, you get the Improvement Kata model and its associated practice routines done in a coach-learner relationship. Toyota seems to do it naturally without a lot or scripting of how the coach teaches the student. Mike has made it explicit and more structured in Toyota Kata to help those who are not already in a mature organization with a culture of scientific thinking.

Does Toyota Kata Replace the Toyota Way?

Does this mean that Toyota Kata now replaces the Toyota Way since scientific thinking is at the center? Certainly not. The 4Ps of the Toyota way reflect a management system that is more than individual people thinking scientifically. It starts with a collective clarity of purpose and core values that guide the overall enterprise. What is the organization’s purpose? What is the collective vision for how we want the enterprise to operate? This system must be lived and modeled by all managers to become the guiding force of the culture.

The Toyota Way starts with a collective clarity of purpose and core values that guide the overall enterprise.

Philosophy does not emerge from experiments but needs to be carefully thought through and embraced to help provide direction to specific improvement efforts. Similarly for Process, there is a body of knowledge about lean processes and moving toward one-piece flow that you are not likely to discover through experimentation within a mass-production system. As a result, we need to develop people’s capabilities in many ways besides scientific thinking to get to the leadership and culture we desire. Problem-solving is best done with a scientific mindset and includes ways to align goals ( hoshin kanri ) toward a clear strategy for the products and services of the firm.

We should also recall that Mike calls these “starter kata” rather than “finishing kata.” So, he does not intend for people learning scientific thinking to continue forever to follow the “starter kata” precisely as if it were a new rigid method for problem-solving. Instead, they are for the student to practice — and develop — a scientific thinking mindset. Perhaps we can view the kata as a catalyst that juices scientific thinking, which, in turn, is the engine that drives the Toyota Way. Without it, or some equivalent way of developing people to think scientifically, the Toyota Way might remain at the level of principles without practice.

Editor’s Note: In case you missed it! This Lean Post is a lightly edited version of an article published in February 2021.

Improvement Kata/Coaching Kata

Develop Scientific Thinking, a Foundation of Lean Management in the 21st Century.

Written by:

About Jeffrey Liker

Dr. Jeffrey K. Liker is Professor of Industrial and Operations Engineering at the University of Michigan, owner of Liker Lean Advisors, LLC, Partner in The Toyota Way Academy, and Partner in Lean Leadership Institute. Dr. Liker has authored or co-authored over 75 articles and book chapters and eleven books.

He is author of the international best-seller, The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer , McGraw-Hill, 2004 which speaks to the underlying philosophy and principles that drive Toyota’s quality and efficiency-obsessed culture. The companion (with David Meier) The Toyota Way Fieldbook , McGraw Hill, 2005 details how companies can learn from the Toyota Way principles. His book with Jim Morgan, The Toyota Product Development System , Productivity Press, 2006, is the first that details the product development side of Toyota. Additional books in The Toyota Way Series are (with David Meier), Toyota Talent: Developing exceptional people the Toyota Way (May, 2007), (with Michael Hoseus) Toyota Culture: The Heart and Soul of the Toyota Way (January, 2008), (with Gary Convis) The Toyota Way to Lean Leadership (2012), (with James Franz) The Toyota Way to Continuous Improvement (2012), (with Tim Ogden) Toyota Under Fire (2012), and (with George Trachilis) Developing Lean Leaders The Toyota Way (2014). His articles and books have won eleven Shingo Prizes for Research Excellence and The Toyota Way also won the 2005 Institute of Industrial Engineers Book of the Year Award and 2007 Sloan Industry Studies Book of the Year.

In 2012 he was inducted into the Association of Manufacturing Excellence Hall of Fame. He is a frequent keynote speaker and consultant. Recent clients include Caterpillar, Applied Materials, Siemens, Dover Industries, Kraft-Oscar Meyer, Alcatel-Lucent, Hertz, Solar Turbine, Art Van Furniture, and Henry Ford Health Systems.

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Toyota Kata – Improvement Kata to Drive Results

Posted on September 13, 2019

BY Borja Gomez

18 minutes, 12 seconds read

toyota kata lego figures showing their training concepts

The Toyota Kata methodology is a fantastic tool for driving continuous improvement through coaching and problem-solving. It provides a structured process for creating a culture where innovative thinking and a learning mindset are at the core. If you’re striving to be a lean enterprise, want to improve elements of your organization, or have business transformation goals, then this is an invaluable tool.

In this article, we explore how the Toyota kata concept can be applied to a business and how the Improvement Kata, in particular, can drive bottom-line results.

Toyota Kata – Overview

The term ‘Toyota Kata’ was first coined in the book of the same name by Mike Rother. In it, he described the key routines observed at the Japanese automotive manufacturer which drove continuous improvement. Rother was able to adapt Toyota’s improvement concepts into structured habits for other organizations to replicate.

The Toyota Kata consists of two main Katas or practices: the Improvement Kata and the Coaching Kata. Each of these provides a concrete process that companies can use to create an innovation culture. When practiced consistently, they lead to the formation of routines or habits which become ingrained into the everyday activities of an organization. It’s this consistent practice and structure that helps individuals, teams, and entire businesses to progress towards their end goal.

What Is a Kata?

The term ‘Kata’ refers to a small routine or daily practice that is clearly structured. By practicing a Kata consistently, the routine becomes second nature to the teams that use it. Over time, this leads to skill development and process improvement, both of which increase quality and efficiency.

However, practicing Katas isn’t just about memorizing a fixed process repeatedly. It’s about developing habits that lead to continuous improvement and lean operations. The structured approach to thought and subsequent action creates a type of ‘muscle memory’ that can be applied to any situation. So, rather than just improving a specific process or business area, it teaches employees to think more openly. It helps staff to develop problem-solving skills and action-oriented behaviors that make a meaningful difference to your organization.

The Toyota Kata Process

The beauty of the Toyota Kata approach is that it provides a structured process that’s easy to follow. It involves four stages which are then repeated to achieve consistent improvement. These steps are;

Understand the desired direction – what’s the goal or target condition?
Grasp the current condition – what is the status or situation right now?
Set the next challenge – to progress along the desired path.
Run small experiments – that allow testing of ideas towards the next challenge.

Let’s look at how each of these stages can be used as part of the Improvement Kata to drive results.

1 – Understand the Direction

Before undertaking any kind of project, it’s vital to identify the end goal. What is the purpose and what do you want to achieve? Begin with the end in mind and you’ll have a much greater chance of delivering superior results. Understanding the direction ensures that the team remains focused and doesn’t get side-tracked or distracted. Having a clear purpose also aids motivation as the team can quickly understand why they are doing something.

Define the direction by aiming for greatness. What’s the vision for how things should operate in an ideal world? Define it in terms of processes rather than outcomes – this way you’ll be in a stronger position to make actionable changes. Consider what your ideal state is and then articulate a direction that encapsulates it.

2 – Grasp the Current Condition

The next step is to grasp the current condition. What is the situation and how are things operating right now? This involves documenting processes and workflows to get a clear understanding of how things work. Use diagrams and flow charts to visualize how the different steps in a process come together. It’s important to document how things actually work as opposed to how they ‘should’ work. You need to be open and honest about the current situation (even if that means exposing issues) in order to really improve them.

During this step, it’s also important to collect metrics that quantify how the process is working. These usually come in two formats: process metrics and outcome metrics. The former describes the process itself whereas the latter refers to the results. For example, process metrics might include cycle time, queue size, or Takt time. Outcome metrics can refer to things like lead time, quality, and throughput.

3 – Establish the Next Target Condition

The third stage of a Toyota Kata is to set the next challenge. In the case of an improvement Kata, this involves establishing the next target condition. This is where you define how a process would operate when in the desired state. As with the direction, this should focus on the process rather than the outcome itself. If you get your processes right, then the outcomes will be achieved as a natural result.

The target condition needs to get you one step closer to achieving your desired vision. It’s a hypothesis of what needs to change or improve in order to get there. The best way to approach this is to make a copy of your current condition including the process and metrics. Then identify one single change in the process that can get you a bit closer to your goal. It’s also crucial to set a deadline or expiration date so that you have a limited timeframe in which to test the hypothesis.

One of the key features of the Toyota Kata methodology is its focus on learning. It encourages people to learn more about processes in order to make relevant improvements. With this in mind, it’s important to set a target condition that stretches your knowledge or existing comfort zone. It needs to move you or your team beyond the current threshold as that’s where significant improvements occur. But it shouldn’t be so difficult that it’s unobtainable as that will just demotivate people before they’ve even started. So, try to settle for somewhere in the middle that pushes the boundaries in a realistic and achievable manner.

4 – PDCA Towards the Target Condition

The fourth step is to run small experiments that allow the testing of ideas or hypotheses. In the case of the Improvement Kata, this means using the PDCA method to move towards the target condition. This concept will be familiar to those who know about Kaizen program management . It was first implemented as part of Toyota’s now-famous lean manufacturing processes. The PDCA approach is a structured process that stands for plan-do-check-act. This four-step methodology makes it easy to run experiments or pilot test changes that can help to achieve the target condition.

The PDCA cycle employs scientific thinking in order to test your ideas. It allows you to iterate and adjust based on results so that you can eventually achieve the desired outcome. By following the four steps when executing the final Kata stage, it maximizes effectiveness and long-term success. The simple acronym makes it easy for staff to remember and implement on an on-going basis. Plus, it can be adopted by any type of business and by every department in an organization (no complex training workshops or lengthy webinars needed).

The PDCA approach is broken down into the following four steps:

Plan – identify objectives and how best to implement the project.
Do – carry out the activities to implement it.
Check – Once executed, check the results to ensure they align with expectations.
Act – If any improvement areas are identified then implement them.

These steps enable you to carefully plan the activities that you’ve identified in the previous stage. It provides a framework for implementing and testing them on a small scale to see if they are effective . It also supports on-going evaluation and improvement so that when the final implementation happens, it achieves its full potential. Repeating this cycle should lead to the target condition being achieved. But if the expiration date passes before you’ve reached the target condition, then it’s time to go back a stage and identify a different change that could bring about the desired outcome.

Implementing Kata Principles

Implementing Kata principles isn’t difficult thanks to their structured, step-by-step format. They are relatively short and simple processes that can make a real difference to a business. However, according to the Lean Enterprise Institute , sustaining progress on a consistent basis is where organizations often struggle. They can execute a single improvement project as a one-off but find it more difficult to make larger-scale changes to processes or culture. This is why continuous improvement software is such a crucial component of long-term transformation.

Digital platforms make it quick and easy to implement the Kata management approach. Modern technology allows you to capture ideas for transformational projects, filter out the best ones, communicate how to implement them, and measure their results. They provide a repository for project information, aid management, and streamline cross-functional collaboration. Using Kaizen software also allows companies to capture, record, and share best practices throughout their organization, leading to widespread change. These types of tools support on-going learning and improvement that are at the core of Toyota Kata’s philosophy.

As companies use the Japanese philosophy of Kaizen to achieve their desired condition, it can be helpful to leverage digital tools that support it. Grasping the current condition, recording process diagrams, and tracking metrics are all easier with a software platform. PDCA project management test hypotheses can be replicated and scaled when it’s all stored in the cloud and transferable between teams.

Companies that continuously improve have a distinct competitive advantage that others will find hard to match. Understanding the Kata improvement process will help your Kaizen program management to be successful. Adopting this approach can benefit every area of an organization, from product development to the supply chain. It supports collaborative innovation, project planning, and outcome measurements. By applying these processes, your business can accelerate growth, reduce waste, and maximize profitability. If you’d like to learn more about Rever’s innovative improvement tools, then get in touch with our friendly team.

How Toyota Kata Can Enhance Your Business Environment

We have already established that all kinds of businesses can benefit from Toyota Kata principles. It can be very helpful in improving the workplace environment, which is very important to improve productivity and loyalty.

Workers want to work in a productive environment that helps them grow and puts less pressure on them. Businesses spend a lot of money on understanding how to improve the workplace environment and provide employees a rich atmosphere to work in

Toyota Kata can be the answer to this question. This practice isn’t the same as other techniques. Unlike other options, Kata focuses mainly on continuous improvement. This is the main aim behind the Toyota Kata technique.

Businesses or individuals who follow this discipline are focused on one thing – to improve continuously. They focus on the benefits continuous improvement brings to them.

In addition to this, Toyota Katas also focuses on coaching. We must remember that solutions alone cannot guarantee success. It depends on how these solutions are implemented and to what extent.

In simple words, Toyota Kata isn’t about ready-made solutions. It’s about being smart enough to come up with solutions to new and complex problems. After all, one solution can not fit all because businesses, employees, and environments are different. What works for one person may not work for others.

Now without much ado, let’s have a look at how this unique concept helps improve workplace environments.

The Benefits of Toyota Kata – Coaching Kata and Improvement Kata

Coaching Kata is centered on the concept of ‘learning from previous experiences and efforts’.

According to the book, managers and leaders must work to “develop people so that desired results can be achieved.”

Let’s also remember how Toyota Kata defines management: “the systematic pursuit of desired conditions by utilizing human capabilities in a concerted way.”

It focuses on scientific thinking and does not neglect previous efforts. Here are some of the main benefits of Toyota Kata:

Reduces Friction

Toyota Kata is a slow process. It’s centered on gradual and subtle changes and allows for time to deeply analyze each individual change. This is important because changing too many things too quickly can cause workers to feel overwhelmed.

It can result in a feeling of negativity. Going slow allows managers to carefully examine the current condition and gauge if they may need to deploy a countermeasure.

One must seize every opportunity and take immediate action if needed.

Toyota Kata provides guidance and a clear picture of your business. It helps understand what employees need to work better and what changes must be brought to the business to make it a success.

Allows Managers to Understand Impact Assessment

It is surprisingly common for businesses to struggle to determine the right approach to bring improvement.

Every change matters. It’s vital for managers or leaders to understand the consequences of their actions. When it comes to business, change does not solely affect individuals, it affects the business as a whole.

Hiring a new employee or getting rid of a seasoned worker, for example, will not only affect the workplace environment but also loyalty, finance, productivity, and other aspects of the business.

You should thoroughly think about each change you intend to bring to your business and the kind of impact it will have on your revenue generation, client satisfaction, cost, etc.

It can take a while to study all these metrics, which is why managers often neglect them. Make sure to not make the same mistake. Give every decision the time it needs.

With the Toyota Kata principle, you will find it easier to understand your current positioning and intended position. Plus, it will also help you identify the path to success.

Helps identify areas for improvement.

It doesn’t matter how successful your business is today, it will never be able to stay afloat if it doesn’t improve or change with time.

Businesses that continue to use outdated or redundant processes eventually get phased out. Many experts believe that companies like Kodak and Nokia failed due to their failure to improve.

Toyota Kata helps businesses identify areas for improvements and facilitates change. It can provide the push that one needs to change positively.

Humans are not very ‘excited’ about the idea of change. We get used to working in a specific environment and often fail to see the advantages of change.

This is why the introduction of new tools and policies is often met with boos. Employees do not always appreciate change and they need to be educated about how changes can make their lives easier.

Moreover, change has to be subtle. A major change will almost always receive a negative reaction. Slow changes, however, are easier to neglect and get used to.

Improvement Kata uses every employee and manager and ensures they’re on the same page. It allows staff members to learn from each other and improve.

Five Coaching Kata Questions

Regularly practicing Kata can strengthen scientific thinking and improve decision making. It must be mentioned that Improvement Kata and Coaching Kata go hand in hand.

You cannot improve without proper coaching. This is the basis of Toyota Kata. However, coaches and learners must get answers to the five Coaching Kata questions to be able to see true improvements.

#1: Target Condition

You must be clear about what you want to achieve. Merely wanting to ‘improve’ the business is not enough. The target needs to be clear and quantifiable.

The coach will typically ask the learner what goal they’re trying to reach. The learner should know exactly why they opted for a specific procedure.

Since Toyota Kata encourages scientific thinking and continuous improvement, the change must be subtle and the next step should be in the same direction.

Many learners and coaches make the mistake of skipping this question because it appears quite obvious. This small mistake can turn out to be very costly in the long-run.

It’s important to restate your target and be clear about the end goal and how you’re going to reach it.

This simple question confirms a shared understanding between the coach and the learner and allows the coach to have a clear understanding of where the learner’s trying to go.

#2 The Current Condition

The learner and the coach need to be clear about the actual condition. They will never be able to know where they want to go and how they wish to achieve the desired results unless they’re not sure of the current condition.

The current situation can be measured in a variety of ways including process metrics such as work cycle times and outcome metrics such as cost and output.

The current condition has to be established before beginning any work. It creates a baseline and allows the coach and the learner to focus on the outcome.

#3 Obstacles

It is never easy to reach the target condition. The learner or business may face several challenges throughout the journey.

Some of these challenges might be clear from the very onset and some may become clear as one progresses in the desired direction.

You should be clear about the obstacles that can prevent you from reaching your desired condition. Also, since you may not face all the obstacles at once, make sure to know which obstacles are being handled at any given time.

It is common for learners to experiment against roadblocks or obstacles. These issues are discussed in the initial phase but, as mentioned earlier, not all obstacles might be apparent in the beginning.

The learner must update the obstacle list as more information becomes available. The list should contain current, past, and future obstacles.

It’s important to state obstacles as measurable and specific issues. The learner typically works on one obstacle before moving to the next one.

#4 Planning What’s Next

A learner will eventually reach a point where they have no data or information. This is when they’ll most probably begin to guess. When this happens, you should know it’s time to move to the next PDCA cycle, i.e: experiment.

It is the duty of the coach to ensure the learner has access to a well-designed experiment. He or she should ask the following questions to have a clear understanding of where the learner stands

Current knowledge and what new information needs to be acquired
What’s the learner planning to do next and what the goals are (individual or business related)
What the learner thinks the upcoming experiment will help achieve

#5 Get Ready for the Next Cycle

This is the last step in the Coaching Kata. The purpose of this last step is to push the learner to be faster and move to the next step.

The Toyota Kata technique puts heavy emphasis on the importance of time. This last step is designed to save time and make sure the learner and the coach are able to learn as much as possible.

The learner will not be able to gain new knowledge unless he or she moves to the next cycle.

Your Digital Continuous Improvement Tool

Rever is all about sharing and reusing, doing, and tracking. Continuous improvement becomes a hundred times easier with our innovative digital platform. Using Rever’s dashboard, you can monitor the performance of your teams, the summary of their impact, and easily identify the people making the biggest difference at your company.

Rever Cycle is our version of the PDCA methodology and guides your teams on the exact steps to follow to execute their own ideas. It allows them to capture the entire process, from identifying a problem to experimenting and implementing a solution. They can use it to capture the before and after with pictures, notes and drawings, making their ideas a reality in no time. The time of your team is too valuable to be wasted in handmade drawings and complex explanations.

At Rever, we believe that anybody can be a knowledge worker and thrive. What makes us human is the capacity to grow our intellect and will, and to use them for good. We observe, especially at work, that most people are asked to stop thinking and do as they are told. We want to change that. We enable people to achieve their full creative potential.

Interested in learning more about Kata approaches or discussing case studies? Then get a demo today with one of our friendly Kaizen continuous improvement experts.

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Kata Defined

Toyota kata, kata in lean, kata methodology, improvement kata, coaching kata.

Kata: Structured practice for consistent improvement.

Originating in martial arts, "kata" are structured routines consisting of patterns. Whether in martial arts, personal improvement, or business, Kata as we discuss it is a methodology that uses repeated, consistent practice and scientific thinking to train the skills that enable a person to make rapid, incremental improvements every day.

The suffix "kata" means "way of doing" — common definitions are:

Way of doing something
Pattern, form, routine, or method
Training drill

All of the definitions of kata essentially refer to the same basic concept — a form, routine, or pattern of behavior that can be practiced to develop a skill to the point where it becomes second nature.

Practicing kata (patterns) consistently and deliberately forms a habit. Forming a habit develops new skills. With new skills comes increased confidence in one's abilities to recognize and make small improvements that keep a person (or a process) in top form continuously.

As simple as it sounds, Kata involves deliberate, repetitive practice to master. In martial arts, kata is choreographed patterns of movement that are practiced until mastery of a single form is achieved. The practice is applied again and again to learn and eventually master each small set of movements.

In business, Kata describes the foundational continuous improvement philosophy and culture exemplified by Toyota. By implementing Kata, your organization can develop the habits and skills to shift individual mindsets and the corporate culture toward truly continuous improvement that keeps processes efficient, customers happy, and companies profitable.

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Toyota Kata Summary

"Toyota Kata" is the term that Mike Rother (internationally recognized Lean guru and author of Learning to See ) coined to help American manufacturers mirror Toyota's successful practices of true continuous improvement.

"Through the adjustment of what is learned along the way, Toyota advances as a scientist would. With each new empirical observation, the scientist adjusts the course to take advantage of what he has learned. I learn every day what I need to know to do tomorrow's work." ~Mike Rother from the book Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results

Past observations of Toyota’s operations educated American manufacturers on the innovative company’s methods for improving process efficiency and eliminating waste (the traditional “Lean Tools”).

Decades later, however, the same observers were shocked that when they observed the same Toyota operations, they now saw different solutions to the same processes. Rather than implementing a one-time “Lean Tool” solution, Toyota continued to adapt, improving its processes over time.

Toyota Kata and Mike Rother's Research

After studying Toyota’s production methods years earlier, Rother and others realized that while many companies knew a lot about Toyota, they were struggling to implement their successful methods. So, they went back to learn more.

In visiting Toyota again, Rother describes how the Toyota managers and executives helped the group realize that the questions they should be asking were not about the current tools Toyota is using to solve Toyota’s current problems, but rather what methodology they are employing to build the organizational skills to address all challenges over time.

Toyota is, of course, focused on its own long-term survival as a profitable organization. Rother recognized that to ensure long-term success, they had developed “consistent routines of Leadership and Management that help maintain an entrepreneurial spirit in the organization.”

By developing an organizational mindset where every employee is educated and empowered to make improvements constantly, the success of the company continues despite changes in company structure and leadership over time. Rather than having the typical “entrepreneurial phase” that most companies grow through and then settle into maintaining the status quo, Toyota created a lasting entrepreneurial culture .

Toyota Kata Fundamentals

Studying Toyota again from 2004-2009, Rother now focused on learning HOW the company developed solutions rather than the specifics of the solutions. To do this, he focused on two key questions:

What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and adaptation? (Why can they keep going and sustain this where others struggle?)
How can other companies develop similar routines and thinking in their organizations?

The Unseen Routines Behind Toyota’s Success: The Improvement Kata and the Coaching Kata

During the Toyota research, the group recognized that the Toyota managers’ approach to problem-solving is a scientific pattern of thinking and behavior. In his Toyota Kata book, Rother outlined this scientific approach as a four-step model they dubbed the “ Improvement Kata. ”

Rother describes that while every manager has their own way of implementing it, the pattern generally follows these four steps:

Get the direction or challenge : Understand the sense of direction, the larger, likely time-distant vision, and be clear on what that is.
Grasp the current condition : Examine where you are now and be able to define the current situation factually and clearly.
Establish the next target condition : Determine a good next-step goal that will stretch the edges of current knowledge and capabilities, move toward the challenge, and will be accomplished by a certain date.
Conduct experiments : Experiment methodically and scientifically to get to the next target condition.

Establishing the “Next Target Condition” allows for iterative experimentation and learning without the necessity of every next step needing to be “right.” The “fear of failure” that comes from needing every step along the way to be correct condemns you to only taking steps that are certain to succeed. This limiting mindset severely limits the capability for improvement and innovation. Having an entrepreneurial mindset means having the willingness to take calculated risks.

None of this is revolutionary thinking. This Toyota method that Mike Rother observed and termed the Improvement Kata bears a striking resemblance similar to other models of the creative process. Creative process models are similar in that they all reflect the questions that humans ask when they are working to create:

What are we trying to accomplish?
Where are we now?
What happened when we tried something new?
What do we need to change or adjust to get to the next goal?

So, what is important to remember, in the words of Rother, is,

“It’s not about Toyota; it’s about humans.”

Rother called this model the Improvement Kata because it’s based on the Japanese word “Kata” or “way of doing” and this is the way of doing improvement. This is combined with the “way of coaching” or way of teaching that he calls the Coaching Kata . The Coaching Kata is a master-apprentice approach to teaching like what is used in training in sports or in music instruction. The coach gives input on what is being practiced, corrects as they practice, and the learner continues to practice with the new input.

Put together, the Improvement Kata and the Coaching Kata create a management approach for creating a shared way of thinking and working, a way that is not specific to a certain problem, situation, or environment.

This capability is a “Meta Skill,” an overarching skill that can be used to work on virtually any challenge, problem, or objective. By teaching a “content-neutral” meta-skill, the organization now has the organization-wide skill set to address challenges as they arise with a shared way of thinking and acting to improve and innovate continuously.

This culture of true continuous improvement is what keeps Toyota at the forefront of manufacturing excellence. The Kata enables improving every process every day. It’s not limited to management or customer-facing employees. Every employee from top management to janitors is trained to and expected to encourage daily improvements through their own actions. Practicing the Improvement Kata and the Coaching Kata will develop a habit that, over time, changes behavior, which ultimately changes culture.

In Kata, it is everyone's responsibility to encourage daily improvements through their actions.

Who Uses Kata?

Anyone who wants to develop the habit and skills of continuously improving daily actions can use Kata. Various manufacturing industries utilize the Kata methodology. Although Toyota Kata was developed to emulate Toyota’s Manufacturing culture, like the Lean Tools, it easily adapts to non-manufacturing industries. The Healthcare industry quickly embraced and has advanced using the Kata methodology. Agile Software Development can also use Kata for Agile Retrospectives. The opportunity exists to deploy Kata for startup businesses to drive progress and accountability.

What Type of Process Will Kata Work On?

Kata is a methodology that, with proper training and practice, will develop the habit, the skills, and eventually the culture/mindset of continuous improvement. As such, Kata can work on any service, any sport, and any process. (Hint: Check out the kata example at " Strive Fore Five ".)

What is Kata in Lean?

The Kata model builds scientific-thinking skills that, when practiced, will make every learner a better problem-solver.

In terms of Lean, Kata is the problem-solving methodology of creating incremental, continuous improvement by repeating a four-step routine that teaches and facilitates a logical approach to problem-solving.

Kata develops new skills

A “kata” is a set of practices that help develop a new habit or skill. A Kata Learner works through a set of practice routines and reviews with a Kata Coach what has been done, what has been learned, and what are next steps.

Throughout the process, small, incremental changes are made and tested, and learning is incorporated into working toward the larger vision or challenge. This practice is most commonly discussed as kata in martial arts (the term “kata” is of Japanese origin) but is easily observed in many sports, music, and other areas where a “learner” works with a “coach” to improve a skill.

Kata supports Lean

In the world of Lean, the Improvement Kata and the Coaching Kata combine to form a similarly powerful method for building skills of problem-solving.

Kata doesn’t compete with but supports and strengthens the effectiveness of Lean Six Sigma tools and techniques such as:

Value Stream Mapping
Standard Work
Kanban, and so on.

It is a way of training and supporting the members of an organization in approaching problem-solving using scientific thinking. As such, Kata can be applied to increase the effectiveness of any of the Lean Six Sigma tools or techniques by grounding it in logical, scientific thinking that delivers rational, provable results.

Approaching problems in business scientifically allows us to come to well-reasoned, logical solutions and discuss them effectively with others by being able to demonstrate precisely how the solutions were tested and evaluated again relevant criteria.

The Improvement Kata directly incorporates the scientific problem-solving method of Plan, Do, Check, Act (PDCA)–or as it is sometimes known, Plan, Do, Study, Act (PDSA)–to make continuous improvement a daily routine or habit.

What is critical in any discussion of kata, whether sports, music, or Lean Six Sigma, is that it is not something that can be simply shown, it must be done (and practiced).

A3 Problem-Solving and Toyota Kata

Take the A3, for example, a common tool observed in use at Toyota and one that many individuals and organizations struggle to use effectively. Implemented in isolation, the A3 is a tool for tracking and reporting problem-solving process results in a concise format.

Without mentoring from an experienced A3 coach, any biases, missing knowledge, and incorrect assumptions made by the reporter may be not only reported but incorporated in the eventual implementation.

Used properly, however, the A3 is more than simply a report. It is a living document that evolves through the problem-solving process of examining, planning, building consensus, implementing, and evaluating the results (before starting again as many times as needed).

The A3 isn’t created and implemented in isolation but as a tool for:

systematically thinking and working through a challenge,
communicating about it with a manager or “coach” (remember, the A3 is a summary of a problem-solving process), and
striving to develop ideas and solutions based on actual facts and data.

This is the same purpose as the Improvement Kata / Coaching Kata.

The value of adding the practice routines of the Improvement Kata + Coaching Kata is that the problem-solving process becomes clearer and more systematized. By adhering to the kata routines of deliberate Improvement and consistent Coaching, the A3 process becomes a practice in teachable, foundational skills of the scientific process that can be applied to any tool, technique, or process. This creates both a shared way of thinking and communicating and facilitates the confidence that the effort and resources put into the problem-solving method will support rational, well-tested conclusions that can be verified and trusted.

You can not implement Kata. You can only practice a Kata to develop a skill. Kata will not replace your current improvement methods — it will support them.

How Practicing Kata Can Improve Your Use of Lean Six Sigma Tools & Techniques

Kata Methodology Overview

The Kata model is grounded in the philosophy that teaching workers (or in kata, learners ) to think and act scientifically, we can build a culture where every employee is educated and empowered to be a better problem-solver.

Rather than specialized staff members executing one-off, resource-intensive “improvement projects,” practicing the Kata helps every member of an organization become skilled in seeking improvement every day.

The Kata consists of the Improvement Kata (IK) and the Coaching Kata (CK) , which form a structured pattern for making small incremental improvements every day.

The Improvement Kata is a model of the human creative process. It’s a four-step pattern of establishing target conditions and then working iteratively (scientifically) through obstacles by learning from them and adapting based on what's being learned.

The Coaching Kata is a pattern for managers to follow in teaching the Improvement Kata pattern in daily work, so that it becomes part of an organization's culture.

Kata Planning Phase

During the Planning phase of the Kata, the Kata Coach “plans” the upcoming Coaching Cycles while the Learner works through Steps 1 – 3 of the Improvement Kata:

Understand the Direction or Challenge: What is the future, management-defined vision for where we want to be?
Grasp the Current Condition: Where are we now (processes, metrics)?
Establish the Next Target Condition: What is our next interim step toward the Direction, something that should stretch our current knowledge and capabilities but be achievable in a few weeks to a few months time frame?

Kata Executing Phase

During the Executing phase, the Learner performs small, rapid experiments using the Plan-Do-Check-Act format to iterate toward the Target Condition. The Kata Coach executes “Coaching Cycles” with the Learner, supporting and guiding the systematic analysis and learning from their experiments.

As the Learner goes through each cycle, rapidly experimenting on the path of discovery, the threshold of knowledge moves toward the Target Condition and, ultimately, toward the Direction/Challenge. The entire process is practiced systematically – planned and executed logically and scientifically.

Practicing the Kata as a consistent activity can help build a culture of true continuous improvement by teaching and empowering employees to be better, proactive problem-solvers.

What’s Wrong with What We Do Now?

Traditional implementation of Lean continuous improvement methodologies can often be reactive — more “symptomatic” than scientific.

Hunting for waste or opportunities (never say “no” to a good problem)
Troubleshooting to eliminate existing problems (scattershot approach that may not achieve meaningful improvement that moves the organization forward)
Requires special people with special training (so the majority of the organization does not feel involved in continuous improvement)
Project-based (narrow focus that can miss bigger issues)
Long learning cycles (management, budget changes, staff turnovers can stop an effort before it produces anything) Focused on specific tools and methods

Traditional methods often focus heavily on planning to work through an issue.

Brainstorm a list of root causes
Brainstorm a list of solutions
Vote on the best solutions
Create and implement an action plan
And, hope for the best

The focus becomes getting the action plan created and implemented rather than on solving the problem. Unfortunately, this often results in poor use of an organization's limited capacity and resources for making improvements.

Things change.

In any dynamic environment or complex system, factors frequently arise that make the path forward unpredictable and non-linear. As you move forward with implementing the predetermined plan,

The situation changes
New information arises
Things are learned

For improvement efforts to succeed and be sustainable, it is critical that the process be flexible enough to incorporate changes and new information.

If your methodology is not flexible enough to incorporate new learning, how can it possibly succeed? To be more effective, we must plan to manage uncertainty, empowering flexible learning and innovation at every step. This is where Kata shines.

Practicing Kata for Real Continuous Improvement

How can we do it better scientific thinking..

Book - Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results by Mike Rother

What they discovered is that Toyota still uses the Lean tools and techniques that were observed decades before, addressing issues associated with quality, cost, and delivery with tools such as:

Value Stream Maps
Visual Management
Empowerment

However, the real strength of Toyota’s approach is something else entirely — a systematic, scientific way of thinking and working that managers teach throughout the organization. This is what Rother termed the “Improvement Kata” and the “Coaching Kata.”

The Kata provides a framework, a foundation for that makes using Lean tools and techniques work better and keep working. It supports any improvement method by creating a shared way of thinking and building the skills for scientific thinking.

What is Scientific Thinking?

Scientific thinking is a routine of intentional coordination between

what we predict will happen (theory)
what we observe actually happens (evidence),
and adjusting based on what we learn from the difference.

Since the path to a challenge or goal cannot be predicted precisely, we use scientific thinking – experimentation – to advance our “Threshold of Knowledge” incrementally by testing, learning, and adapting based on what we learned.

Our Threshold of Knowledge is the point at which we have no facts or data – the limit of what we currently know. It is at the edge of this uncertainty that we begin to learn. With each experiment, we learn new information that is incorporated and moves our threshold of knowledge further toward our goal, our “next target condition.”

Establishing a big “right” (rigid) plan can be costly, consuming many resources, and likely to fall apart when faced with unanticipated (but almost inevitable) factors.

Practicing scientific thinking keeps us in the adaptive (flexible) mode of iterating forward as quickly and inexpensively as possible, experimenting to confirm or refute our hypotheses, and learning from the results either way.

Plan-Do-Check-Act: A Model for Scientific Thinking

Based on the work of W. Edwards Deming in the 1950s, Plan-Do-Check-Act, or PDCA as it is commonly known, (also called the Deming Cycle or Deming Wheel or Plan-Do-Study-Act, PDSA), is an improvement cycle model based on the scientific method.

Plan-Do-Check-Act PDCA graphic of W.E. Deming model for scientific learning cycle

PDCA Four Steps:

PLAN: Define what to do next and what is expected. Establish targets, metrics, goals and determine potential changes needed to reach the goal, the Target Condition.
DO: Implement, test the prediction by taking the next steps according to the plan.
CHECK: Observe what happens. Analyze and measure the results of the implementation.
ACT (or ADJUST): Evaluate the results and compare what actually happened to what was predicted. Take next action based on the results: Standardize what worked as expected, or adjust and improve based on what is learned and begin the PDCA cycle again.

Important Notes about PDCA:

Pdca isn’t about implementing solutions.

Not every step taken will bring a measurable benefit of its own. Using the PDCA cycle is about learning what will be needed to reach the Target Condition. Going through the scientific process and gaining information that moves toward the Target Condition (which is measurable and has an “achieve-by” date) is where the value lies. Small, rapid experiments advance knowledge quickly.

Failure is Important

As discussed earlier, the path to the Target Condition will not be a straight line. Failed experiments, refuted hypotheses, are an important part of the process. When a result matches what was predicted, the hypothesis is confirmed. However, when a hypothesis is disproven, beliefs are challenged, new insights are discovered, and new knowledge is created. Though it can seem counter-intuitive, small failures in rapid experiments provide opportunities for learning and progress toward the Target Condition.

Frequent, Rapid Experiments are Best

Since most learning happens when hypotheses are disproven, conducting quick, inexpensive, and frequent (ideally daily) experiments is ideal. Rapid, frequent PDCA cycles provide more learning and, therefore, more opportunities for adaptation and innovation. Whenever possible, it’s best to experiment at the process level (rather than the value stream or organization levels) since there are fewer variables (more specific information is available rather than macro-level conjectures) and adjustments can happen more quickly and less expensively.

Why Do We Need to Practice Scientific Thinking?

Scientific thinking is a skill. Like any skill, the best (and really the only) way to learn it is to … PRACTICE. Scientific thinking is not our default mode as adults. Just like in sports and music, we have to learn how to do it and practice it until it becomes a new habit.

Neuroscience teaches us that our thinking patterns become set with repetition. Our patterns of thinking and acting build neural pathways in our brains. It’s a fast and efficient way for our brains to handle repetitive functions so that they require little attention or energy. For actions that are repeated often, those pathways become superhighways.

Each time we think something or do something a certain way, we are more likely to think or do the same thing again.

This is why learning something new often feels slow, awkward, and inefficient. Instead of speeding down a superhighway, we’re slogging through new territory, tripping over weeds and trying to find our way. It can feel difficult or even wrong, and we often want to avoid it.

This is also the power of creating a new, beneficial habit. Learning does require attention and energy until we have done it enough that we have created a new pathway. However, once the new habit is established — such as the habit of thinking scientifically about how to approach challenges — it becomes the more efficient and effective pathway.

This is the basis of the Improvement Kata Methodology: Scientific Thinking Pattern + Techniques of Deliberate Practice

The Starter Kata: The Starting Point

The simple practice routines for each step of the Improvement Kata model are the basic repertoire of the methodology. Like learning basic dance steps, piano scales, or guitar chords, the Starter Kata are the foundational practice routines of the Improvement Kata + Coaching Kata. Practicing these routines will help develop the scientific mindset .

Start by Practicing Fundamental Skills

The Five Questions of the Coaching Kata and the PDCA cycles of the Improvement Kata are used together in daily Coaching Cycles at the Learner’s Storyboard. The two routines are used to teach and facilitate systematic and effective experimentation.

As the Starter Kata routines are practiced, the learner creates new habits and ways of thinking and acting which, with continued practice, become new problem-solving skills. Beginners should follow the Kata exactly without deviation so that the Learner can internalize the patterns.

With increasing proficiency, Learners (and Kata Coaches) can start to develop their own style (within limits, of course). Likewise, over time, organizations can evolve their Kata practices to suit their specific culture.

Starter-Kata-graphic-IK-practice-routines-Rother

Kata Learner's Storyboard

The learner's storyboard is a template that brings together all of the information from the Improvement Kata. The layout follows the pattern of the Five Questions of the Coaching Kata so that the document provides a framework for the coaching cycles. Learner's Storyboard layout for the Improvement Kata (Toyota Kata) consolidates information and provides a framework reference for the coaching cycles

Challenge: State the vision. This can be 6-month to 3-year goal, typically established by upper management.
Current Condition: Establish and record the current state of the focus process with facts and metrics.
Target Condition: Determine and state the next target condition, the desired condition of a process we strive to achieve in 1 -4 weeks. (Establishing a target condition allows measurable results to be achieved faster than random improvements.)
Obstacles: Generate a list of possible items that are preventing us from being at the Target Condition right now. Experiment cycles will focus on one Obstacle at a time.
Experiment Cycles: Record the activity and results of each experiment, the Plan-Do-Check-Act (PDCA) cycles.

Important points to reiterate about the Kata Methodology

The Improvement Kata + the Coaching Kata is not a tool by itself. The Kata practice routines will make the learner a better problem-solver able to use any tool more successfully.
Kata cannot be “implemented.” Like any fundamental skill-building routine, a Kata can only be practiced to build mastery.
Kata does not replace other continuous improvement methods — it supports them.

Four steps to developing the fundamental skills of scientific thinking, experimenting toward a goal instead of deciding the "right" way forward ahead of time. Working consistently and quickly to test incremental improvements creates a culture of continuous improvement that also accommodates changes and uncertainty.

The Improvement Kata (IK)

The Improvement Kata is a four-step routine that, when practiced, can build a habit of thinking and working creatively and scientifically to build a culture of improvement and innovation in an organization.

A model of the human creative process, the Improvement Kata provides a pattern for scientifically and systematically working through obstacles toward a goal (target condition). Rather than randomly seeking opportunities for improvement or causes for problems, with the Improvement Kata, we strive toward the next target condition through iterative learning—conducting small, rapid experiments to advance our knowledge quickly.

A “meta-skill,” the Improvement Kata provides a framework in which any Lean Six Sigma tool or technique can be implemented more effectively. Practiced consistently, it becomes a habit and helps create an over-arching mindset and culture wherein true continuous improvement becomes possible.

The Four Steps of Improvement Kata

STEP 1: Understand the Direction or Challenge
STEP 2: Grasp the Current Condition
STEP 3: Establish the Next Target Condition
STEP 4: Experiment Towards the Target Condition (PDCA)

The steps of the Improvement Kata pattern are carried out by the Learner (mentee) who systematically plans, establishes target conditions, and then conducts experiments (PDCA) to work through obstacles and learn from them in the process of improving. The Learner is supported by a Kata Coach (mentor) who teaches them by conducting Coaching Cycles using the Five Questions of the Coaching Kata.

The first three steps comprise the Planning Phase of the Improvement Kata. In this phase, we answer the critical question, “Where do we want to go?”

“Planning” in this model is not about planning actions, but about gaining understanding and perspective that provides the foundation for the Executing Phase. It’s critical to take time to analyze and understand Steps 1 through 3 to alleviate any biases or preconceptions before moving on to executing.

Let’s explore the 4 Steps of the Improvement Kata.

The first step of the Improvement Kata is to understand the Direction or Challenge. What vision are striving to meet?

Set at the leadership (organization or value-stream) level, the primary Direction or Challenge starts with an over-arching strategic vision that relates to better serving the customer. The Challenge is defined as specific quantifiable, numeric targets and a quantifiable, visual description that are planned to be achieved in the future, typically one to three years out.

To establish an effective Challenge, it may be necessary to grasp the larger Current Condition first using Gemba Walks, Value-Stream Mapping, and/or Voice of the Customer (VOC) processes. A future-state value stream map can clarify the vision and provide an effective basis for the Challenge.

The over-arching Challenge provides a cohesive objective for process improvement efforts throughout the organization. This “big-picture” vision is vital so that all of the targets set at each level down through the organization or system are recognized as meaningful contributions to a larger purpose.

However, this vision is not an effective means of directing daily efforts since it is too vague and far into the future.

The Challenge gets broken down into successively smaller goals as it flows down the organizational structure. At the individual process level, the Challenge becomes the Target Condition from the next level above. From the largest Challenge to the individual process level, all link to the strategic goal that is related to better serving the customer.

Now that we are clear on the Challenge or Direction coming from above, we need to have a clear picture of where we are now, our Current Condition . What is the current way of operating? What is our starting point?

Grasping the Current Condition requires a thorough process analysis—getting immersed in the process to understand in detail how it currently operates and how it is currently performing. This step is the critical prerequisite to setting the next Target Condition. We have to know where we are before we can establish where we want to be.

Steps to clearly define THE Current Condition:

Go to Gemba – walk the process (this is where Value-Stream Mapping comes in)
Query the experts (workers)
Quality, Speed, Flow, Simplicity
Capture what is happening
Use your Kata Coach
Review the Current Condition on paper using the visual tool of the Kata Storyboard

Going through these steps deliberately and engaging with a Kata Coach will help the Learner see beyond their own biases and preconceptions during the process analysis. Stay with the Current Condition analysis until it is clear you have reached your Threshold of Knowledge about this process and the next Target Condition becomes apparent.

Now that we are clear on the Challenge and on our Current Condition, the next step is to establish the next Target Condition. What is a next step in our way of operating that will move us toward the Challenge?

One of the most important components of practicing the Improvement Kata successfully is understanding how to set appropriately challenging but achievable Target Conditions.

The purpose of studying the Current Condition so thoroughly is to gather the information and data needed to establish a clear and measurable Target Condition for this process that moves in the direction of the Challenge:

Outcome metric: Desired outcome performance of the process
Pattern of Operating: Describe how you want the process to be operating by the achieve-by date of the Target Condition
Process metric: At what rate do you want a task to happen?

The next Target Condition will:

lie beyond your current Threshold of Knowledge,
have a specific “Achieve-by” date, typically one week to three months in the future, and
describe with some detail how the process should be functioning when the Target Condition is achieved.

Once the Target Condition is clearly defined, Obstacles to moving from the Current Condition to this new state will become apparent and should be recorded in an “Obstacles Parking Lot.” These will become the basis of the experiments conducted in the Executing Phase. This list will continue to be updated throughout the Executing Phase as new Obstacles become apparent.

Five Steps to Establishing a Target Condition

Review the Challenge
Set the Target Condition achieve-by date
Define the desired outcome performance
Define the desired attributes
Start the “Obstacles Parking Lot”

Reminders for Setting Appropriate Target Conditions

Problem is defined clearly – Target – Actual – Gap
Stretch Targets – establish Target Conditions that move beyond current knowledge (require stretch) but are not so large as to be unrealistic
Improve and develop strong problem solvers
Connected to Challenge (Direction), Process Metrics, and Results Metrics

Effective Obstacle Brainstorming

Creating the Obstacles list is fundamental to the Improvement Kata and to the PDCA process. After the Target Condition is set, the Learner(s) should brainstorm various issues that could hinder reaching the Target Condition and list these in the “Obstacles Parking Lot.” This becomes the list of items that form the basis for the PDCA / experimentation cycles. Important items to note about brainstorming the Obstacles list:

Brainstorm multiple Obstacles to avoid focusing too narrowly
State the Obstacles in terms of the Target Condition
State the Obstacles as hindrances to reaching the Target Condition (not solutions)
Address one Obstacle at a time—conduct small, rapid experiments, learning from results each cycle until the Obstacle is addressed, then move to the next

Steps 1, 2, and 3 are the Planning Phase of the Improvement Kata. Step 4 is the Executing Phase, the “How We Get There”. We now have our “learning zone.” This is the area of uncertainty between where we are now and where we’re trying to get to, and we’re seeking the most direct path through it. The way through will not be a straight line, but we will adjust frequently and quickly as we go through rapid learning cycles.

In Step 4, we “iterate” toward the Target Condition, executing experiments using a step-by-step process to work on Obstacles one at a time. Using the Plan-Do-Check-Act or PDCA [link to Methodology page], rapid, frequent (daily) experiments are conducted to test hypotheses and discover new information that will move us from where we are toward where we want to be next, the Target Condition. Though not every experiment will produce straightforward, linear “progress,” each will move out our Threshold of Knowledge.

Selecting an Obstacle for PDCA

Armed with the “Obstacles Parking Lot,” one Obstacle that seems to be preventing the process from operating in the way specified by the Target Condition is selected for experimentation. A couple of important things to note about Obstacles:

Not all Obstacles will have been identified in the previous steps. New Obstacles may become apparent, and the Obstacles Parking Lot should be updated to reflect them.
Always work on ONE Obstacle at a time. Introducing multiple variables complicates and slows the experimentation process making it difficult to achieve the rapid learning that advances the process quickly.
Not every Obstacle needs your attention. Be sure to select Obstacles based on what needs to be improved, those that are actually hindering the process from working as specified by the Target Condition.

The achieve-by date sets an important boundary for this process. With only limited time each day and limited resources to apply in working toward the Target Condition, the achieve-by date helps keep our focus on what needs to be done rather than wanting into resource-sucking “everything we can do” territory.

Collecting and Analyzing Data Scientifically

As discussed in the Kata Methodology section, every experiment creates learning, including and especially the “failed” ones that disprove our hypothesis about what we expect to happen. While experiments will happen rapidly, this is because they will be small and clearly defined, not rushed. As always, safety first! In each PDCA cycle, the “Check” phase is crucial for learning. This is where discovery happens. Keeping an open mind to new mental models creates opportunities for adaptation and innovation.

Next: Repeat the Pattern!

Once the achieve-by date is reached (or the Target Condition is achieved), the Improvement Kata pattern is repeated. Before that happens, however, the Learner and the Kata Coach reflect on what was learned through the steps and the PDCA cycles. Having practiced and learned from the Improvement Kata, a new Threshold of Knowledge and a new Current Condition are established, and the Learner is ready to repeat the cycle.

Remember the Improvement Kata combines scientific steps and techniques of deliberate practice. While using the Improvement Kata to work systematically toward a strategic challenge, the value of repeatedly practicing the scientific approach is to develop effective problem-solving skills. And like any skill, mastery is only achieved through repeated, systematic practice.

Five-question process helps managers coach people in thinking and acting scientifically, focusing more on the people and less on the specific content. Consistent, repeated coaching of the basic steps helps people establish the desired habits and mindset of scientific thinking and acting when addressing any challenge.

Practicing the Coaching Kata (CK)

As a manager, ones primary responsibility in agile organizations is to help their people develop their capacity to meet challenges and adapt in a rapidly changing environment. Practicing the Improvement Kata develops the problem-solving skills to do just that. And Coaching Kata is how managers develop those skills in their people.

Coaching Kata Defined

Coaching Kata is quite simply a manager or mentor supporting the learning of the problem-solving method of the Improvement Kata (IK) by an employee or mentee.

The primary role of the individual Kata Coach is to ensure that the Learner follows the scientific method precisely during the Improvement Kata process and practices it consistently. Organizationally, it is the Coaching Kata that helps incorporate Kata mindset into the company culture.

The foundation of the Coaching Kata is the “The Five Questions of Coaching Kata”. The questions are structured to provide a clear means for the Kata Coach to guide the Kata Learner deliberately and methodically through the improvement process toward the target condition.

THE FIVE QUESTIONS

What is the target condition?
What is the current state of the process?
What obstacles are you working on now which prevent us from reaching the target?
What is your next step? (PDCA cycle)?
When we can see the result of this step?

The Coaching Kata Card below is a helpful tool for Kata Coaches. The card provides the framework for the Kata Coaching Cycles.

Click the button below to download a PDF with 4 printable Coaching Kata cards per page.

Why Coaching is Important in Kata

In his recent manual for the effective Kata practice, The Toyota Practice Guide [link to LAS sales page], author/guru Mike Rother explains:

“... a job description for an Improvement Kata coach, especially with beginner learners might be: To accompany the learner and give procedural guidance as needed to ensure that although the learner struggles, he or she is ultimately successful in learning to use the Improvement Kata pattern to achieve challenging, real target conditions.”

Simply knowing how to step through a process is not enough for good skill development (or for continuous improvement). Continued and deepening practice, learning from mistakes, celebrating successes, and not becoming complacent or overwhelmed are all vital components of mastering a new skill. Kata Coaching helps the Learner with all of these.

With the Improvement Kata, coaching can help ensure that the Learner,

Is consistent and deliberate with practice
Follows the pattern (Starter Kata) precisely as it is being learned
Reviews and works to improve on mistakes
Recognizes the value of both failures and successes
Makes progress!

Like any good coach, a Kata Coach won’t do the work for the Learner … but they will plan the plays, teach the fundamentals, develop the skills, support and encourage the Learner, and take responsibility for ensuring their success.

Organizationally, Coaching Kata can help with the following:

Teaching everyone in the organization the Improvement Kata and making Kata a part of the organizational culture
Engage everyone in the improvement process (train them to use the Improvement Kata in their daily work)
Identify needed skills improvement for individuals and use real-world problems to train
Ensure that leaders have a strong grasp of the workplace at the process level
Pass on the Improvement Kata to future employees and generations of leaders

Talk with a Kata Coach about how to get started

Coaching Cycles

Like the beginner Learner, a beginner Kata Coach will need to practice to build mastery of the coaching skills. The Coaching Kata provides a practice framework for this purpose.

Coaching cycles should be scheduled daily for approximately 20 minutes near the beginning of the workday. The Coach-Learner dialogue needs to take place in front of the Learner’s Storyboard, which should be near the focus process if at all possible. The “living document” of the Kata Storyboard is the ongoing record of the Learner’s work with the Improvement Kata. It documents the process and provides the framework and information needed for an effective coaching cycle.

The Five Questions of the Coaching Kata form the basis of the “coaching cycle,” the planned, structured daily interactions between the Kata Coach and the Learner. One Coaching Cycle is going through the Five Questions one time. The primary purpose of daily coaching cycles is to review the Learner’s current work with the Improvement Kata, to discuss how the Learner is working, and to give feedback on potential improvements.

Although progressing toward the established “target condition” is the goal of the work, the primary purpose of Coaching Kata is to develop the Learner’s use of the Improvement Kata so that it becomes a mastered skill, a “second-nature,” natural, useful habit that promotes and supports an ongoing attitude and practice of scientific thinking and acting.

Repeating the same pattern in every cycle builds mastery for the Learner. Similarly, for the Kata Coach, daily work with the Coaching Kata helps build their skills.

To learn and grow in skills mastery, the Learner must go beyond their current comfort zone but also have enough “wins” to affirm their ability to be successful. Kata Coaches can do this by both pushing the Learner to reach for a challenging goal and providing feedback on their IK procedure, not the content of the challenge, to build their IK skills.

The Five Coaching Kata Questions Explained

The Five Questions are vital to beginning Learners and Coaches in developing skills. The questions form a structured routine of scientific thinking and acting. When practiced consistently and regularly, the Kata routine strengthens scientific thinking skills .

Question 1: TARGET CONDITION

What is the target condition for this process? What are we striving to achieve?

At this point in the Coaching Kata, the Coach asks the Learner to state the next Target Condition they are trying to reach, stated as a measurable destination. Ideally, this next target condition will be a step in the direction of the larger challenge.

While it may be tempting to skip over what seems to be a fairly obvious question, don’t! Restating the target frames and anchors the dialogue for the rest of the process. It confirms a shared understanding between the Learner and the Coach and allows the Coach to ask clarifying questions if needed.

Question 2: CURRENT (ACTUAL) CONDITION

What is the current state of the process? Where are we actually at this moment?

This can be measured both in terms of outcome metrics (such as productivity, cost, output, etc.) and process metrics (such as patterns of working and work cycle times).

Establishing Initial Current Condition

At the beginning of the work, the purpose of the current state analysis is simply to establish a baseline, an understanding of the current pattern of work, and outcomes for the focus process. Because the Kata Coach must also understand the focus process, it is helpful to work with the Learner to understand the current condition.

Grasping the initial current condition is a necessary step for establishing a first target condition. Note, this is not the place to identify problems and obstacles, only to establish the starting point of the process that is the focus of the improvement kata.

Process Analysis Kata

Outcome - Performance: How is the process performing over time? (Graph of RESULTS/process outcomes over time).
Process - Customer Demand & Planned Cycle Time: What is the rate of demand and the desired rate of “production”?
Process - Characteristics of the Current Process: Block diagram of work pattern for physical processes or “swim-lane” diagram for office/service processes; measure exit cycles and graph fluctuations; key observations (bullet points about what is happening in the process, not issues, just observations)
Process - Equipment Capacity (this step is optional): List any equipment restraints observed for processes using automated equipment.
Process - Labor Needed (if process were stable): How many people are necessary for this process? (Calculate) Identifying the current condition is critical to avoid jumping to conclusions and making assumptions based on lack of understanding of the focus process. Once the current condition is clearly understood, then the target condition can be defined in the same terms.

Ongoing Current Condition Review

After the initial current condition is established at the beginning of the process and reviewed for the first few cycles, subsequent coaching cycles will focus this step on a review of the condition of the process now. It is vital that the current condition includes current data at this point and is stated in relation to the target condition.

Reflect on the Learner’s Last Step

On the back of the Five Questions card is another series of questions to guide the “reflection,” a review of the Learner’s last step to help clarify what was learned and to determine the next step. The four questions correspond to the four columns of the PDCA (Experiment) Record that the Learner keeps as part of the storyboard.

The Learner should have recorded the information on the PDCA Record prior to the coaching cycle. During the review, the Learner points and uses information and data from their PDCA record to respond to the following questions and makes immediate adjustments to the record if needed.

REFLECTION QUESTIONS:

What was planned as the last step?
What was expected? (Includes both the experiment and how they proposed to measure it.)
What actually happened? (Results of experiment, including facts, data, and supporting documents or information.)
What was learned? (Learner’s interpretation of the results of the experiment.)

Kata Coaches should remember to maintain a posture of open questioning and coaching to help the Learner recognize that prediction errors and disproven hypotheses are not failures, but lessons learned.

Question 3: OBSTACLES

What obstacles are preventing us from reaching the target condition? Which one are you addressing right now?

Learners experiment against obstacles, issues that are thought to be keeping the process from operating at the target condition. The initial list of obstacles is brainstormed in the planning phase. However, the Learner should continue to update the Obstacle Parking Lot prior to a coaching cycle by adding any new obstacles discovered and eliminating those that are no longer relevant.

This is not a list of "action items," but a list of possible impediments to reaching the target condition. Obstacles should be stated as specific and measurable issues related to the target condition. The Learner selects, typically, one Obstacle at a time and runs PDCA cycles/experiments on it until it is overcome (a solution is created). Additional obstacles may be identified in this process and should be added to the Obstacle Parking Lot prior to the next coaching cycle.

Question 4: PLANNING THE NEXT EXPERIMENT

What is your next step? (Start of the next PDCA cycle)

When a Learner reaches their “knowledge threshold,” they no longer have any facts or data and begin guessing. This is the point where the next PDCA cycle (experiment) should begin.

At this point, the Kata Coach should help make sure that the Learner has a well-design experiment ready to go by asking about the following:

Current threshold of knowledge (what needs to be learned next)
What the Learner intends to do next and why (based on learning from the previous step)
What the Learner predicts will result from the upcoming experiment

Either the Coach will accept the Learner’s proposed experiment or will they do more preparation and analysis first and revisit the proposed experiment in the next coaching cycle. As soon as the Coach accept the Learner’s proposed experiment, the Learner should take the next step as quickly as possible while the insights gained from the coaching cycle are fresh in their mind.

Question 5: PREPARING FOR THE NEXT COACHING CYCLE

When we can see the result of this step (establishing due date)?

The final question in the Coaching Kata is the setup for the next coaching cycle. It is designed specifically to ensure a quick turnaround, pushing the Learner to perform the experiment as quickly as possible (ideally the same day) and scheduling the next coaching cycle right away (if not already part of the daily schedule).

Since both the Coach and the Learner are the their “thresholds of knowledge,” nothing further can be accomplished until the Learner completes a PDCA experiment cycle and brings back the results.

Important Notes on Coaching Kata

Coaches should have practiced extensively with the Improvement Kata themselves prior to working with Learners. One Kata Coach with one Kata Learner is the best. (For new Kata Coaches, being observed by a second, more experienced coach can be beneficial.)
For maximum effectiveness, perform DAILY coaching cycles (about 20 minutes daily).
Kata Coaches must lead the Learner through each of the five questions in sequence to ensure mastery of the Improvement Kata skills (no skipping!).
Focus on the LEARNER not just the results. The goal of Coaching Kata is to develop strong IK/problem-solving skills in the Learner.
Ask simple, open-ended clarifying questions as needed, but do not “solve” or “explain” for the Learner.
Remember that the Learner is learning by doing, but will not know what to do at the beginning. Focus on the steps of the Improvement Kata pattern and adjust your coaching as the Learner improves their skills.
Good Kata Coaches are those who are good listeners, are observant and are invested in their Learners’ success.
The best Kata Coaches will see the process as an opportunity to develop themselves as well as their Learners.

WHERE TO START

Try starter kata.

Starter Kata are structured routines that you practice deliberately, especially at the beginning, so their pattern becomes a habit and leaves you with new abilities. Your first implementation of Improvement Kata can be your "Starter Kata" routine that will help your team learn fundamental skills. Practicing Starter Kata increases the speed of learning and is particularly helpful when you want to create a shared way of thinking and acting in a group of people, because everyone starts with the same basics. Click below to get our Starter Kata kit , complete with explanation, instructions, and templates to get you going on your Kata journey!

The Lean Thinker

Thoughts and Insights from the Shop Floor

Toyota Kata “A3 Problem Solving”

Over the years, I’ve been exposed a number of efforts to “implement A3 problem solving” in various companies. I worked for some of those companies, I’ve observed others.

The results are nearly always the same.

Here are a couple of examples. Let me know if any of these match up with experiences you have had.

Example 1: The company had put many people through “Practical Problem Solving” training and was (ironically) trying to measure how many problem solving efforts were underway.

I was watching a presentation by one of these problem solving teams to management. Their A3 was on a computer, projected onto the screen. They were reporting their “results.” Yet there were large discontinuities in their problem solving flow. The actions they were taking simply did not link back (through any kind of identifiable cause) to the problem they were solving.

The management team listened carefully, applauded their efforts, and moved on to the next topic of their meeting.

Example 2: A different company had a form to fill out called an “MBF” or “Management by Fact.” From the labels on the boxes, it was clearly intended to be structured problem solving. By the time I worked there, however, “MBF” had become a verb. It was a solo activity, filling out the form at the desk, and reporting on it in a staff meeting.

Example 3: Well-meaning former Toyota team members, now working for a different large company wanted to “train everyone in problem solving.” They put together a “class” that presented the purpose of each block on their A3 form with the expectation that people would adopt the process.

All of these efforts had something in common.

They didn’t work.

Over the last few days, I’ve been privileged to be included in an email exchange about the relationship between A3 and Mike Rother’s Toyota Kata . My small contribution was apparently enough to get my name onto the cover, but I want to give a real nod in the direction of a Jenny Snow-Boscolo for instigating inspiring a really good exchange.

One of the difficulties with gaining insight into Toyota’s management processes is that they really aren’t codified. This shouldn’t be a surprise. Look at your own company, and ask how much of the culture – the reflexive way things are done and interactions are structured – is written down.

(In fact, if it is written down, I would contend it is likely your actual culture has little resemblance to what is written about it. Those things tend to be more about what they wish the culture was.)

Culture, any culture, is learned through daily interaction. This is all well and good in cases where people are immersed in it from the beginning.

But the rest of us aren’t operating in that problem solving culture. Rather, we are trying to create it. And as the former Toyota Team Members from Example 3 (above) learned, it isn’t a simple matter of showing people.

Rather than two different things, we are looking at a continuum here. At one end is the culture described on Slide 9. There isn’t any formal structure to it, the process for teaching it isn’t codified. It is learned the same way you learn the way to get the job done in any company. They just learn different things than you did.

But in another organization there is no immersion. If there is anyone who is steeped in The Way, they are few and far between.

In these cases, we want to start with something more overt. And that is the purpose of having a rote drill or kata . It isn’t something you implement. It is a structure, or scaffold, to learn the basic moves. Just as mastering the musical scales is only a prelude to learning to play the instrument, the kata is the foundational structure for learning to apply the underlying thinking patterns.

Elektrostal

Elektrostal Localisation : Country Russia , Oblast Moscow Oblast . Available Information : Geographical coordinates , Population, Area, Altitude, Weather and Hotel . Nearby cities and villages : Noginsk , Pavlovsky Posad and Staraya Kupavna .

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Elektrostal Demography

Information on the people and the population of Elektrostal.

Elektrostal Population	157,409 inhabitants
Elektrostal Population Density	3,179.3 /km² (8,234.4 /sq mi)

Elektrostal Geography

Geographic Information regarding City of Elektrostal .

Elektrostal Geographical coordinates	Latitude: , Longitude: 55° 48′ 0″ North, 38° 27′ 0″ East
Elektrostal Area	4,951 hectares 49.51 km² (19.12 sq mi)
Elektrostal Altitude	164 m (538 ft)
Elektrostal Climate	Humid continental climate (Köppen climate classification: Dfb)

Elektrostal Distance

Distance (in kilometers) between Elektrostal and the biggest cities of Russia.

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Elektrostal Weather

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Elektrostal Sunrise and sunset

Find below the times of sunrise and sunset calculated 7 days to Elektrostal.

Day	Sunrise and sunset	Twilight	Nautical twilight	Astronomical twilight
23 June	02:41 - 11:28 - 20:15	01:40 - 21:17	01:00 - 01:00	01:00 - 01:00
24 June	02:41 - 11:28 - 20:15	01:40 - 21:16	01:00 - 01:00	01:00 - 01:00
25 June	02:42 - 11:28 - 20:15	01:41 - 21:16	01:00 - 01:00	01:00 - 01:00
26 June	02:42 - 11:29 - 20:15	01:41 - 21:16	01:00 - 01:00	01:00 - 01:00
27 June	02:43 - 11:29 - 20:15	01:42 - 21:16	01:00 - 01:00	01:00 - 01:00
28 June	02:44 - 11:29 - 20:14	01:43 - 21:15	01:00 - 01:00	01:00 - 01:00
29 June	02:44 - 11:29 - 20:14	01:44 - 21:15	01:00 - 01:00	01:00 - 01:00

Elektrostal Hotel

Our team has selected for you a list of hotel in Elektrostal classified by value for money. Book your hotel room at the best price.

	Located next to Noginskoye Highway in Electrostal, Apelsin Hotel offers comfortable rooms with free Wi-Fi. Free parking is available. The elegant rooms are air conditioned and feature a flat-screen satellite TV and fridge...	from
	Located in the green area Yamskiye Woods, 5 km from Elektrostal city centre, this hotel features a sauna and a restaurant. It offers rooms with a kitchen...	from
	Ekotel Bogorodsk Hotel is located in a picturesque park near Chernogolovsky Pond. It features an indoor swimming pool and a wellness centre. Free Wi-Fi and private parking are provided...	from
	Surrounded by 420,000 m² of parkland and overlooking Kovershi Lake, this hotel outside Moscow offers spa and fitness facilities, and a private beach area with volleyball court and loungers...	from
	Surrounded by green parklands, this hotel in the Moscow region features 2 restaurants, a bowling alley with bar, and several spa and fitness facilities. Moscow Ring Road is 17 km away...	from

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IMAGES

4-Step Problem-Solving Routine: Toyota Kata
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Toyota Kata
Mastering the Toyota Kata Tool: Boost Your Problem-Solving Skills

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Kata Case Example
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COMMENTS

4-Step Problem-Solving Routine: Toyota Kata
Kata is Japanese for "model" and the four steps of the model are: Understand Your Direction and Set a Challenge. Grasp the Current Condition. Set the Next Target Condition. Conduct the Experiments to Get There. Improvement Kata is designed to become a teachable, daily practice that emphasizes scientific thinking and problem solving.
What is Toyota Kata
Toyota Kata is a problem-solving and continuous improvement method developed by Mike Rother, based on the practices and principles of Toyota Motor Corporatio...
Kata
The Improvement Kata and Coaching Kata were introduced to the lean community by Mike Rother in 2010 in his book Toyota Kata.In 2021, Dr. Jeffery Liker highlighted the practices in The Toyota Way, 2nd Edition, crediting the use of the two kata as an effective way to develop the scientific problem-solving method of PDCA and embed it in an organization's work processes.
Toyota Kata Guide: Improvement Kata & Coaching Kata
The Toyota Kata method is a great asset for installing sustainable thinking and behavioral routines within the company to achieve the desired objectives and develop the necessary problem-solving skills. It emphasizes the importance of learning and practicing to keep improving in a constantly changing environment.
Toyota Kata
Toyota Kata is a methodology designed to take on Lean's biggest challenge by changing the way workers think and solve problems. Below, we'll take a look at the core elements of Toyota Kata and how it can be used to drive meaningful change through regular practice.
Solve problems with the Toyota Kata
Toyota kata which means "way of doing" focuses on forms and processes which this short video outlines the basic steps for problem solving.
Toyota Kata Helps Create a Continuous Improvement Mindset
Toyota Kata helps workers think differently to solve problems. It instills a scientific way of thinking, through practice and coaching by managers, to make teams more effective at problem solving and making improvements. The approach counteracts our human tendency to jump to conclusions without testing and experimentation.
What is Toyota Kata? · DigiLEAN
Toyota Kata is not a problem-solving tool, but it's a methodology to become a learning organization. The Toyota Kata helps the organization to become more agile, innovative and to solve problems. It works with the mindset to increase the speed of learning. Toyota Kata is divided in two main categories: Improvement Kata and Coaching Kata.
What is the Toyota Kata?
The Toyota Kata concept distinguishes an Improvement Kata and a Coaching Kata. Improvement Kata. The Improvement Kata is a way of practicing scientific thinking through the use of set goal-oriented, problem-solving routines. It has 3 phases: The planning phase in which you determine where you want to get to, where you are currently, and what is ...
What is Toyota Kata?
The Toyota Coaching Kata. At Toyota, leaders offer guidance for solving problems in the correct ways, helping to develop employees' problem solving skills. In this way, it is the team members, not the supervisors, who find the solutions to problems. Most improvement efforts are "bottom up," relying on and improving upon each employee's ...
PDF TOYOTA KATA: Practice routines that empower and mobilize your team, to
Improvement Kata, and an associated set of simple Starter Kata practice routines for both the learner and the coach. Practicing these routines helps make the scientific-thinking patterns, and how to teach them,habitual. Here's a good thing to remember. Toyota Kata is not a problem-solving
Toyota Kata: A Lean Strategy for Keeping Up with the Pace of Change
In essence, Toyota Kata goes beyond problem-solving to teach management, engineers, and operators a new mindset to develop their creative and scientific-thinking skills to make them more effective, lean manufacturers. This approach looks at lean manufacturing as a culture, rather than a single process. ...
What is Kata?
The Toyota Problem Solving Kata. A common, but flawed, strategy for problem solving involves taking on complex problems and tackling many issues simultaneously. This approach makes it difficult to understand which strategies and techniques worked and which did not, as too many changes are made simultaneously. Conversely, the Toyota problem ...
Toyota Kata Training Online
Toyota Kata is a methodology designed to confront Lean's biggest challenge by changing the way we think, learn, and solve problems. This process enforces a structured, sustainable system for developing new habits that enable continuous improvement. Gemba Academy's Toyota Kata training course begins ...
Mastering Problem-Solving and Decision-Making Skills with Toyota Kata
At its core, Toyota Kata is a set of practices that help individuals and teams to develop and improve their problem-solving and decision-making skills. ... The Toyota Kata methodology is designed to be used on an ongoing basis. By following this process, individuals and teams can continuously experiment and learn, improving their problem ...
How the Toyota Way and Toyota Kata Fit Together
The Toyota Way and Toyota Kata are management concepts described in well-known books that reveal the thinking and practices underlying the company's success. The Toyota Way summarizes the management system Toyota has evolved over the last century as a set of fourteen principles. Toyota Kata describes the practice routines Mike Rother ...
Toyota Kata
The Toyota Kata methodology is a fantastic tool for driving continuous improvement through coaching and problem-solving. It provides a structured process for creating a culture where innovative thinking and a learning mindset are at the core. If you're striving to be a lean enterprise, want to improve elements of your organization, or have ...
What is Kata
A3 Problem-Solving and Toyota Kata. Take the A3, for example, a common tool observed in use at Toyota and one that many individuals and organizations struggle to use effectively. Implemented in isolation, the A3 is a tool for tracking and reporting problem-solving process results in a concise format.
Toyota Kata "A3 Problem Solving"
Example 3: Well-meaning former Toyota team members, now working for a different large company wanted to "train everyone in problem solving.". They put together a "class" that presented the purpose of each block on their A3 form with the expectation that people would adopt the process. All of these efforts had something in common.
City Organization and Land Use
The Moscow oblast is the most highly developed and most populated region in Russia. There was a legend that Moscow was built upon seven hills, just like Rome, was exaggerated, and the truth is that there are a only few small hills in and around the city center. In the southwest corner of the city, there is an upland region, called the ...
Elektrostal, Moscow Oblast, Russia
Elektrostal Geography. Geographic Information regarding City of Elektrostal. Elektrostal Geographical coordinates. Latitude: 55.8, Longitude: 38.45. 55° 48′ 0″ North, 38° 27′ 0″ East. Elektrostal Area. 4,951 hectares. 49.51 km² (19.12 sq mi) Elektrostal Altitude.
State Housing Inspectorate of the Moscow Region
State Housing Inspectorate of the Moscow Region Elektrostal postal code 144009. See Google profile, Hours, Phone, Website and more for this business. 2.0 Cybo Score. Review on Cybo.
Visit Elektrostal: 2024 Travel Guide for Elektrostal, Moscow ...
Cities near Elektrostal. Places of interest. Pavlovskiy Posad Noginsk. Travel guide resource for your visit to Elektrostal. Discover the best of Elektrostal so you can plan your trip right.

Case Studies

TABLE OF CONTENT

Key takeaways

In a hurry? Save this article as a PDF.

Why talk about dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata ?

What is dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata ?

Our expert's point of view on the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata

Knowledge of the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190590" data-dropdown-placement-param="top" data-term-id="257190590">Kaizen method

Employee training

Management support

How to implement the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata model

Planning phase

Experimentation Phase

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Why is coaching so crucial in applying the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata principle?

The benefits of dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata for the company

FAQ - Toyota Kata

Who developed the Toyota Kata methodology?

Why is Toyota Kata important for organizations?

What are the key components of the Toyota Kata process?

How can organizations implement Toyota Kata in their daily operations and improve their productivity?

Do you want to implement the dropdown#toggle" data-dropdown-menu-id-param="menu_term_257190580" data-dropdown-placement-param="top" data-term-id="257190580">Toyota Kata in your organization ?

Adeline de Oliveira

Déli-Porc Develops an Agile, Digitalized Culture Focused on Optimization

What is Toyota Kata?

The Toyota Production System

The Toyota Kata

Improvement Kata

Coaching Kata

Benefits of Toyota Kata

A3 is a good tools for your Kata process

Book a live demo to see it in "real" life.

What is the Toyota Kata?

Why is Toyota Kata needed?

Improvement Kata

Coaching Kata

How to use Toyota Kata for employee improvement?

Did you know?

Step 2: Reflect the goal on the current state

Step 3: Set the goal

Step 4: Monitor progress regularly

Step 5: Do an annual review to reinforce the new habit-creating mindset

Toyota Kata & Kanban

How is Toyota Kata different from Kaizen?

Did you like this article?

Further reading

What is Toyota Kata?

The Toyota Problem Solving Kata:

The Toyota Coaching Kata

There are two main duties of a leader under these kata:

See how KaiNexus customer Michael Lombard uses Toyota Kata at his organization:

Click here to see how KaiNexus helps Michael with his Toyota Kata efforts!

Why KaiNexus

Manufacturing Innovation Blog

Toyota Kata: A Lean Strategy for Keeping Up with the Pace of Change

Small Steps Lead to Big Results for Manufacturers

How to Integrate Toyota Kata Within Your Facility

About the author

Brian Lagas

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