Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results (BUSINESS BOOKS) Hardcover – 16 Oct. 2009

"Toyota Kata" could be the most important book on "lean" since "The Toyota Way". Based on six years research at Toyota, Mike Rother's book provides a very readable and straightforward approach to embedding continuous improvement - putting the "principles" of the Toyota Production System into action.Interestingly, Mr Rother argues that the "Kaizen Event" approach to improvement is not effective or sustainable because, at best, each process area will only get one or two bursts of improvement in a year. This is not continuous improvement and does truly engage the workforce. He also argues that such events produce lists of improvements which are taken on by engineers and managers as "projects" to be completed. The project approach to improvement has little impact on changing the culture of the organisation.Instead Mike Rother argues for constant daily improvement - thus "kata" - a simple PDCA routine which is enacted every day by everyone in the process, and supported and coached by managers and team leaders who have roughly 50% of their time allocated to teaching this approach to improvement. Small step-by-step improvements are more effective over time than occasional kaizen bursts, and have a significantly greater impact on the organisation culture -creating an environment of involvement and improvement.The book describes this "improvement kata" routine with a rapid cycle of small improvements. It is one of the most interesting books I have read in years. The "lean tools" are touched on briefly - described as methods for highlighting obstacles in a controlled manner for improvement - but this book is about the behavioural routines that, by persistent and regular teaching at all levels in the organisation, become the embedded culture.Everyone working in the field of lean, in any industry or organisation, should read this book. It will open your eyes to what is really necessary. If you only read one business book this year, then this should be it. This book has changed my thinking on lean - particularly on implementation. It is truly an excellent work.

Great book about Lean and it's methodologies.What I liked the most about it is that instead of simnply reporting what Toyota is doing and which tools they are using, it focuses on the mind set, which is a key factor of success.This book is all about "how not to simply copy" what is a success in other factory but help to really understand what Lean is really about and how to apply to your applicaion/factory.I can only recommend this book; it helps open your mind to new tools and guide you through Lean journey.It's definitely a unique book.

What I find particularly interesting in this book is the author's view that an organization's processes and practices are an outcome of people's thinking and behavior. The traditional view is that by defining processes you can control peoples behavior, but it is actually the other way around. So the question becomes, if processes are an outcome, then how do you accomplish continuous improvements, adaptiveness, and superior performance? The answer is through katas. In Japan, a "kata" is a way of thinking and conducting oneself. The book describes two katas, an improvement kata and a coaching kata. The key point is that if you want to understand Toyota and emulate its success, then these katas should be implemented, not the company's practices and techniques. The competitive advantage of a company doesn't lie in the processes themselves but in the ability of the company to understand the current situation and create fitting, smart solutions. There is one area where I disagree with the author and it is in his view of self-organization. My view is that self-organization is an excellent way of putting our capability for improvement, resourcefulness, and creativity to use. The view held by the author might be valid in a manufacturing environment, but it is not valid in general. Also, I would like to stress, as the author does, that kata is a general concept applicable not only to manufacturing.

Good read

Mind blowing book. It didn't win the Shingo's price by accident. Profound topics discussed in a readable way, a real page-turner. If you are more interested on HOW to think about continuos improvement than WHAT to think, then stop everything you are doing and start reading this. WARNING: you won't be able to put it down before you finish it.I wish it would be available in kindle for Ireland...

Addresses the main issue with toyota system in many other companies. They couldn’t get the same results..... this looks at why and what people are missing....

A powerful insight into behaviors of a company that continues to excel.This challenge is not for the faint hearted or those without belief.Any senior leader with a will and desire to continuously improve should read this book and set about changing an old outraged management system to a Kata management system.

This should be the FIRST book for anyone wanting to understand Lean. All other books suggest solutions to problems. (levelling flow, changing culture, reducing waste etc.) This book tells you about the system (kata) that helps you identify what your next step needs to be and therefore what problem you should seek to solve. It gives no solutions, but is strengthened rather than diminished by this!