The Kaizen – Toyota KATA method - Revision history

Tkokotas at 12:48, 18 December 2018

2018-12-18T12:48:43Z

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			''Developed by Evgeniya Ventsislavova Garkova''


	For students within management it is difficult to hear of Toyota and not think about lean management. Lean management has taken over the world of manufacturing ever since Toyota took over the automobile market with their 0 defect vehicles and outstanding service, even though they were years behind when they started. Every one wanted to know their secret, so Lean and Kaizen were born from the research and efforts to coin the factors that led Toyota to success. Nevertheless, according to a survey conducted by Industry Week in 2007, 74 percent of companies are not having success with their lean program <ref name="failLean">[''http://www.industryweek.com/articles/everybodys_jumping_on_the_lean_bandwagon_but_many_are_being_taken_for_a_ride_15881.aspx''] ''An article called "Everybody's Jumping on the Lean Bandwagon, But Many Are Being Taken for a Ride" stating the challenges in implementing Lean and the results of a survey on how successful are companies in implementing it by Pay, R., 2008. Industry Week - Advancing the Business of Manufacturing''</ref>. Mike Rother claims in his book “Toyota Kata” <ref name="book">[''https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238'']''Amazon link to purchase the book "Toyota Kata”''</ref> that he has found the reason why Toyota succeeds and the rest have a harder time. His proposed Kata method, unlike others, engages manager and employees to think solutions beyond the usual, and ensures continuous improvement, as it breaks the problem at hand into smaller problems, solved one by one using the scientific method<ref>[''https://en.wikipedia.org/wiki/Scientific_method'']'' Wikipedia article on the scientific method''</ref> of experimentation instead of the usual "implementation" approach. This liberates the solutions as the improvement efforts are allowed to lead to failure and failure is even a welcomed learning. The efforts themselves are encouraged to be small, so that their effect can be controlled and, most importantly, confirmed. An important benefit of the Kata management method is the humanisation of the workplace. People working on a Kata project feel empowered and full of purpose, as they are not blindly following orders but are part of creating their work environment and procedures.		For students within management it is difficult to hear of Toyota and not think about lean management. Lean management has taken over the world of manufacturing ever since Toyota took over the automobile market with their 0 defect vehicles and outstanding service, even though they were years behind when they started. Every one wanted to know their secret, so Lean and Kaizen were born from the research and efforts to coin the factors that led Toyota to success. Nevertheless, according to a survey conducted by Industry Week in 2007, 74 percent of companies are not having success with their lean program <ref name="failLean">[''http://www.industryweek.com/articles/everybodys_jumping_on_the_lean_bandwagon_but_many_are_being_taken_for_a_ride_15881.aspx''] ''An article called "Everybody's Jumping on the Lean Bandwagon, But Many Are Being Taken for a Ride" stating the challenges in implementing Lean and the results of a survey on how successful are companies in implementing it by Pay, R., 2008. Industry Week - Advancing the Business of Manufacturing''</ref>. Mike Rother claims in his book “Toyota Kata” <ref name="book">[''https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238'']''Amazon link to purchase the book "Toyota Kata”''</ref> that he has found the reason why Toyota succeeds and the rest have a harder time. His proposed Kata method, unlike others, engages manager and employees to think solutions beyond the usual, and ensures continuous improvement, as it breaks the problem at hand into smaller problems, solved one by one using the scientific method<ref>[''https://en.wikipedia.org/wiki/Scientific_method'']'' Wikipedia article on the scientific method''</ref> of experimentation instead of the usual "implementation" approach. This liberates the solutions as the improvement efforts are allowed to lead to failure and failure is even a welcomed learning. The efforts themselves are encouraged to be small, so that their effect can be controlled and, most importantly, confirmed. An important benefit of the Kata management method is the humanisation of the workplace. People working on a Kata project feel empowered and full of purpose, as they are not blindly following orders but are part of creating their work environment and procedures.

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2016-09-26T21:20:40Z

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	Toyota was one of the companies to very well implement the teachings from TWI and to actually standardize them in the form of the Toyota Production System <ref>[''https://en.wikipedia.org/wiki/Toyota_Production_System'']''Wikipedia article on the Toyota Production System''</ref>. The success of Toyota has been so great that western companies have many times tried to follow their ways. This has resulted in the formulation of lean principles and tools. The term “lean” was first mentioned in “The machine that changed the world” <ref>[''https://www.amazon.com/Machine-That-Changed-World-Revolutionizing-ebook/dp/B001D1SRRS''] ''Amazon link to purchase the book "The machine that changed the world"''</ref>, a book highlighting the gabs between Toyota and other car manufacturers <ref name="lean">[''http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3678835/''] ''Teich, S. T. & Faddoul, F. F., 2013. Lean Management—The Journey from Toyota to Healthcare. Rambam Maimonides Med J, 4(2)''</ref>. The principles are numerous, to mention a few: management of value stream, identification of customer value, the pursuit of perfection while reducing all the kinds of waste, the five whys or going after the root cause of a problem.		Toyota was one of the companies to very well implement the teachings from TWI and to actually standardize them in the form of the Toyota Production System <ref>[''https://en.wikipedia.org/wiki/Toyota_Production_System'']''Wikipedia article on the Toyota Production System''</ref>. The success of Toyota has been so great that western companies have many times tried to follow their ways. This has resulted in the formulation of lean principles and tools. The term “lean” was first mentioned in “The machine that changed the world” <ref>[''https://www.amazon.com/Machine-That-Changed-World-Revolutionizing-ebook/dp/B001D1SRRS''] ''Amazon link to purchase the book "The machine that changed the world"''</ref>, a book highlighting the gabs between Toyota and other car manufacturers <ref name="lean">[''http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3678835/''] ''Teich, S. T. & Faddoul, F. F., 2013. Lean Management—The Journey from Toyota to Healthcare. Rambam Maimonides Med J, 4(2)''</ref>. The principles are numerous, to mention a few: management of value stream, identification of customer value, the pursuit of perfection while reducing all the kinds of waste, the five whys or going after the root cause of a problem.
	There is no doubt that Toyota has been successful. Nevertheless, very few companies can adopt their ways successfully <ref name="failLean"></ref>. [[File:sochin.jpg\|200px\|thumb\|right\|Figure 1: Karate Kata ''Source:http://condor178.altervista.org/kata_jpeg.html'']] Here is an example of how adopting Toyota's success can be done in a wrong way:		There is no doubt that Toyota has been successful. Nevertheless, very few companies can adopt their ways successfully <ref name="failLean"></ref>. [[File:sochin.jpg\|200px\|thumb\|right\|Figure 1: Karate Kata ''Source:http://condor178.altervista.org/kata_jpeg.html'']] Here is an example of how adopting Toyota's success can be done in a wrong way:
	: Several years ago, a manager in a western car manufacturer company would go to the Toyota shop floor and see that they are using inventory facades close to the production line, so that the workers can go and fetch what they need easily. Seeing the benefit, the manager would implement it home as well. Two years later, she goes to Toyota again to find out that the facades are now gone and they are using kitting instead. She now has to implement kitting <ref>Example given by Joakim Bjurström, a LSSBB & Cert. TWI Trainer JI during a Toyota Kata training, December 2015</ref>.		: Several years ago, a manager in a western car manufacturer company would go to the Toyota shop floor and see that they are using inventory facades close to the production line, so that the workers can go and fetch what they need easily. Seeing the benefit, the manager would implement it home as well. Two years later, she goes to Toyota again to find out that the facades are now gone and they are using kitting instead. She now has to implement kitting <ref>''Example given by Joakim Bjurström, a LSSBB & Cert. TWI Trainer JI during a Toyota Kata training, December 2015''</ref>.
	What this shows is that Toyota seems to be a step ahead with innovation. The solutions, however, are developed to answer specific needs, specific to Toyota, so that when taken and implemented outside, they might not necessarily bring the same results. Mike Rother claims that this problem solving thinking is what companies should be adopting rather than the ready Toyota solutions. This is what he calls Kata, which is a Japanese word which literally means form and is used for the choreographed movements practised in martial arts (see picture to the right).		What this shows is that Toyota seems to be a step ahead with innovation. The solutions, however, are developed to answer specific needs, specific to Toyota, so that when taken and implemented outside, they might not necessarily bring the same results. Mike Rother claims that this problem solving thinking is what companies should be adopting rather than the ready Toyota solutions. This is what he calls Kata, which is a Japanese word which literally means form and is used for the choreographed movements practised in martial arts (see picture to the right).
	In a nutshell, Toyota Kata are the Kaizen practise in Toyota, practiced so often that have become the instinct reaction to a problem, much like when the right karate move is recalled instinctively in a fight situation. Mike Rother figured this out during his research at Toyota when the answer he got on the questions:		In a nutshell, Toyota Kata are the Kaizen practise in Toyota, practiced so often that have become the instinct reaction to a problem, much like when the right karate move is recalled instinctively in a fight situation. Mike Rother figured this out during his research at Toyota when the answer he got on the questions:

S160807: /* Improvement Kata */

2016-09-26T21:16:55Z

Improvement Kata

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	\| 3. Define target condition \|\| Description of the next desired condition, outside the knowledge threshold \|\| Obstacles Parking Lot		\| 3. Define target condition \|\| Description of the next desired condition, outside the knowledge threshold \|\| Obstacles Parking Lot
	\|-		\|-
	\| 4. Experiment toward the target condition \|\| Improvements, Learnings \|\| PDCA cycle record template, Obstacles Parking Lot, KPI-s, Run Chart, Control Chart, Capability Study, Value Stream Map, Process Map, RACI, Swim lane Diagram, etc.		\| 4. Experiment toward the target condition \|\| Improvements, Learnings \|\| the scientific method, PDCA cycle record template, Obstacles Parking Lot, KPI-s, Run Chart, Control Chart, Capability Study, Value Stream Map, Process Map, RACI, Swim lane Diagram, etc.
	\|}		\|}

S160807: /* How does it work – processes and tools */

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How does it work – processes and tools

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	The table below provides a summary of the tools used during improvement Kata and the outputs step by step.		The table below provides a summary of the tools used during improvement Kata and the outputs step by step.
	{\| class="wikitable" style="width: 70%; height: 200px;"		{\| class="wikitable" style="width: 80%; height: 200px;"
	! Step		! Step
	! Output		! Output

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How does it work – processes and tools

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	==How does it work – processes and tools==		==How does it work – processes and tools==
			[[File:LearnersStoryboard.PNG\|420px\|thumb\|right\|Figure 2: Learner's Storyboard ''Source:<ref name="handbook"></ref>'']]
	In Lean management, Kata refers to two linked behaviours: ''improvement Kata'' and ''coaching Kata'' <ref>[''http://www.lean.org/lexicon/kata''] ''Article adapted from Mike Rother 2010 and Shook 2008''</ref>. Improvement Kata deals with the steps that make the improvements possible and it is directed towards the people deciding on and doing the improvements, also know as ''learners''. Coaching Kata can be seen as a supporting process to improvement Kata and it is executed by the people managing the improvements, also know as ''coaches''. The position of a learner is filled by the employee and the position of a coach by his manager and practising Kata becomes integral to the normal daily work. On the different organisation levels, each manager would act as a coach to his employees while being themselves a learner of their manager <ref name="handbook">[''http://www-personal.umich.edu/~mrother/Handbook/Full_IK_Handbook_v32.0.pdf''] ''Improvement Kata Handbook by Mike Rother - a practivcal guide in 552 powepoint slides''</ref>.		In Lean management, Kata refers to two linked behaviours: ''improvement Kata'' and ''coaching Kata'' <ref>[''http://www.lean.org/lexicon/kata''] ''Article adapted from Mike Rother 2010 and Shook 2008''</ref>. Improvement Kata deals with the steps that make the improvements possible and it is directed towards the people deciding on and doing the improvements, also know as ''learners''. Coaching Kata can be seen as a supporting process to improvement Kata and it is executed by the people managing the improvements, also know as ''coaches''. The position of a learner is filled by the employee and the position of a coach by his manager and practising Kata becomes integral to the normal daily work. On the different organisation levels, each manager would act as a coach to his employees while being themselves a learner of their manager <ref name="handbook">[''http://www-personal.umich.edu/~mrother/Handbook/Full_IK_Handbook_v32.0.pdf''] ''Improvement Kata Handbook by Mike Rother - a practivcal guide in 552 powepoint slides''</ref>.
	~~[[File:LearnersStoryboard.PNG\|420px\|thumb\|right\|Figure 2: Learner's Storyboard ''Source:<ref name="handbook"></ref>'']]~~
	To keep track of the improvements on a certain process and to have structure to each practice, a ''Learner's Storyboard'' is maintained (see Figure 2). The storyboard contains all the most important information or the story of what was learned during the improvement initiatives and it is where the overview of the interaction between the coach and the learner is kept. The format of the board, therefore, follows the steps of Improvement Kata. As they are introduced in the following section, details on the different sections of the storyboard will be given.		To keep track of the improvements on a certain process and to have structure to each practice, a ''Learner's Storyboard'' is maintained (see Figure 2). The storyboard contains all the most important information or the story of what was learned during the improvement initiatives and it is where the overview of the interaction between the coach and the learner is kept. The format of the board, therefore, follows the steps of Improvement Kata. As they are introduced in the following section, details on the different sections of the storyboard will be given.

S160807: /* Benefits and limitations */

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Benefits and limitations

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	==Benefits and limitations==		==Benefits and limitations==
	Overall there are two paradigms within management – the Command and Control Paradigm (CCP) and the Interaction and Learning Paradigm (ILP) <ref>''Rasmussen, L. B., 2011. Facilitating Change – using interactive methods. 1 red. s.l.:Polyteknisk Forlag''</ref>. The first one, CCP, would put the manager in the position of an enlightened leader, who has all the answers and operates in a deterministic world. In other words, the manager like the conductor of an orchestra, directs the symphony, giving specific directions to each musician. On the other side, we find the paradigm of interaction and learning, where a manager does not yet have all the answers, but acquires them through interaction. Like a jazz band, who's drummer would give the tone and the rest would follow and add up to it, to form a harmonious song with unexpected twits, as musicians adjusts to each other and their environment. A manager rather than giving detailed action plans, creates a frame for action. It is said that the second approach works better when dealing with complex tasks, varying demands, and unpredictable environments. Within project management these two paradigms are also represented in the form of traditional and agile project management. The Kata and Kaizen add a structured approach, which is measurable and simple to the world of agile project management. Perhaps the greatest benefit from using Kata is bringing out the best of people and developing their skills. The coach-learner relationship between manager and employee humanises the workplace and empowers great ideas, otherwise locked in bureaucracy and fear of authority.		Overall, there are two paradigms within management – the Command and Control Paradigm (CCP) and the Interaction and Learning Paradigm (ILP) <ref>''Rasmussen, L. B., 2011. Facilitating Change – using interactive methods. 1 red. s.l.:Polyteknisk Forlag''</ref>. The first one, CCP, would put the manager in the position of an enlightened leader, who has all the answers and operates in a deterministic world. In other words, the manager like the conductor of an orchestra, directs the symphony, giving specific directions to each musician. On the other side, we find the paradigm of interaction and learning, where a manager does not yet have all the answers, but acquires them through interaction. Like a jazz band, who's drummer would give the tone and the rest would follow and add up to it, to form a harmonious song with unexpected twits, as musicians adjusts to each other and their environment. A manager rather than giving detailed action plans, creates a frame for action. It is said that the second approach works better when dealing with complex tasks, varying demands, and unpredictable environments. Within project management these two paradigms are also represented in the form of traditional and agile project management. The Kata and Kaizen add a structured approach, which is measurable and simple to the world of agile project management. Perhaps the greatest benefit from using Kata is bringing out the best of people and developing their skills. The coach-learner relationship between manager and employee humanises the workplace and empowers great ideas, otherwise locked in bureaucracy and fear of authority.
	As a project management tool, the greatest limitation of Toyota Kata and Kaizen practices is that if not done correctly, they will not work. It is also easy to fail with the approach, as it requires the entire organisation and especially management to be on board. Some argue, that the Kata approach worked especially at Toyota and Japan, because of the particular working culture in Japan and because of the situation Japan was after WWII - in need of catching up <ref name="twi"/>. It could be that Kata will only work in a crisis situation, as it does not make sense to change tradition, or the way that we work now, when there are no problems.		As a project management tool, the greatest limitation of Toyota Kata and Kaizen practices is that if not done correctly, they will not work. It is also easy to fail with the approach, as it requires the entire organisation and especially management to be on board. Some argue, that the Kata approach worked especially at Toyota and Japan, because of the particular working culture in Japan and because of the situation Japan was after WWII - in need of catching up <ref name="twi"/>. It could be that Kata will only work in a crisis situation, as it does not make sense to change tradition, or the way that we work now, when there are no problems.

	==References==		==References==
	<references />		<references />

S160807: /* How does it work – processes and tools */

2016-09-26T21:09:11Z

How does it work – processes and tools

S160807: /* Benefits and limitations */

2016-09-26T21:02:58Z

Benefits and limitations

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	==Benefits and limitations==		==Benefits and limitations==
	Overall there are two paradigms within management – the Command and Control Paradigm (CCP) and the Interaction and Learning Paradigm (ILP) <ref>''Rasmussen, L. B., 2011. Facilitating Change – using interactive methods. 1 red. s.l.:Polyteknisk Forlag''</ref>. The first one, CCP, would put the manager in the position of an enlightened leader, who has all the answers and operates in a deterministic world. In other words, the manager like the conductor of an orchestra, directs the symphony, giving specific directions to each musician. On the other side, we find the paradigm of interaction and learning, where a ~~manger~~ does not yet have all the answers, but acquires them through interaction. Like a jazz band, who's drummer would give the tone and the rest would follow and add up to it, to form a harmonious song with unexpected twits, as musicians adjusts to each other and their environment. A manager rather than giving detailed action plans, creates a frame for action. It is said that the second approach works better when dealing with complex tasks, varying demands, and unpredictable environments. Within project management these two paradigms are also represented in the form of traditional and agile project management. The Kata and Kaizen add a structured approach, which is measurable and simple to the world of agile project management. Perhaps the greatest benefit from using Kata is bringing out the best of people and developing their skills. The coach-learner relationship between manager and employee humanises the workplace and empowers great ideas, otherwise locked in bureaucracy and fear of authority.		Overall there are two paradigms within management – the Command and Control Paradigm (CCP) and the Interaction and Learning Paradigm (ILP) <ref>''Rasmussen, L. B., 2011. Facilitating Change – using interactive methods. 1 red. s.l.:Polyteknisk Forlag''</ref>. The first one, CCP, would put the manager in the position of an enlightened leader, who has all the answers and operates in a deterministic world. In other words, the manager like the conductor of an orchestra, directs the symphony, giving specific directions to each musician. On the other side, we find the paradigm of interaction and learning, where a manager does not yet have all the answers, but acquires them through interaction. Like a jazz band, who's drummer would give the tone and the rest would follow and add up to it, to form a harmonious song with unexpected twits, as musicians adjusts to each other and their environment. A manager rather than giving detailed action plans, creates a frame for action. It is said that the second approach works better when dealing with complex tasks, varying demands, and unpredictable environments. Within project management these two paradigms are also represented in the form of traditional and agile project management. The Kata and Kaizen add a structured approach, which is measurable and simple to the world of agile project management. Perhaps the greatest benefit from using Kata is bringing out the best of people and developing their skills. The coach-learner relationship between manager and employee humanises the workplace and empowers great ideas, otherwise locked in bureaucracy and fear of authority.
	As a project management tool, the greatest limitation of Toyota Kata and Kaizen practices is that if not done correctly, they will not work. It is also easy to fail with the approach, as it requires the entire organisation and especially management to be on board. Some argue, that the Kata approach worked especially at Toyota and Japan, because of the particular working culture in Japan and because of the situation Japan was after WWII - in need of catching up <ref name="twi"/>. It could be that Kata will only work in a crisis situation, as it does not make sense to change tradition, the way ~~of working~~ now, when ~~it is all going great~~.		As a project management tool, the greatest limitation of Toyota Kata and Kaizen practices is that if not done correctly, they will not work. It is also easy to fail with the approach, as it requires the entire organisation and especially management to be on board. Some argue, that the Kata approach worked especially at Toyota and Japan, because of the particular working culture in Japan and because of the situation Japan was after WWII - in need of catching up <ref name="twi"/>. It could be that Kata will only work in a crisis situation, as it does not make sense to change tradition, or the way that we work now, when there are no problems.


	==References==		==References==
	<references />		<references />

S160807 at 20:54, 26 September 2016

2016-09-26T20:54:00Z

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	For students within management it is difficult to hear of Toyota and not think about lean management. Lean management has taken over the world of manufacturing ever since Toyota took over the automobile market with their 0 defect vehicles and outstanding service, even though they were years behind when they started. Every one wanted to know their secret, so Lean and Kaizen were born from the research and efforts to coin the factors that led Toyota to success. Nevertheless, according to a survey conducted by Industry Week in 2007, 74 percent of companies are not having success with their lean program <ref name="failLean">[''http://www.industryweek.com/articles/everybodys_jumping_on_the_lean_bandwagon_but_many_are_being_taken_for_a_ride_15881.aspx''] ''An article called "Everybody's Jumping on the Lean Bandwagon, But Many Are Being Taken for a Ride" stating the challenges in implementing Lean and the results of a survey on how successful are companies in implementing it by Pay, R., 2008. Industry Week - Advancing the Business of Manufacturing''</ref>. Mike Rother claims in his book “Toyota Kata” <ref name="book">[''https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238'']''Amazon link to purchase the book "Toyota Kata”''</ref> that he has found the reason why Toyota succeeds and the rest have a harder time. His proposed Kata method, unlike others, engages manager and employees to think solutions beyond the usual, and ensures continuous improvement, as it breaks the problem at hand into smaller problems, solved one by one using the scientific method<ref>[''https://en.wikipedia.org/wiki/Scientific_method'']'' Wikipedia article on the scientific method''</ref> of experimentation instead of the usual "implementation" approach. This liberates the solutions as the improvement efforts are allowed to lead to failure and failure is even a welcomed learning. The efforts themselves are encouraged to be small, so that their effect can be controlled and, most importantly, confirmed. An important benefit of the Kata management method is the humanisation of the workplace. People working on a Kata project feel empowered and full of purpose, as they are not blindly following orders but are part of creating their work environment and procedures.		For students within management it is difficult to hear of Toyota and not think about lean management. Lean management has taken over the world of manufacturing ever since Toyota took over the automobile market with their 0 defect vehicles and outstanding service, even though they were years behind when they started. Every one wanted to know their secret, so Lean and Kaizen were born from the research and efforts to coin the factors that led Toyota to success. Nevertheless, according to a survey conducted by Industry Week in 2007, 74 percent of companies are not having success with their lean program <ref name="failLean">[''http://www.industryweek.com/articles/everybodys_jumping_on_the_lean_bandwagon_but_many_are_being_taken_for_a_ride_15881.aspx''] ''An article called "Everybody's Jumping on the Lean Bandwagon, But Many Are Being Taken for a Ride" stating the challenges in implementing Lean and the results of a survey on how successful are companies in implementing it by Pay, R., 2008. Industry Week - Advancing the Business of Manufacturing''</ref>. Mike Rother claims in his book “Toyota Kata” <ref name="book">[''https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness/dp/0071635238'']''Amazon link to purchase the book "Toyota Kata”''</ref> that he has found the reason why Toyota succeeds and the rest have a harder time. His proposed Kata method, unlike others, engages manager and employees to think solutions beyond the usual, and ensures continuous improvement, as it breaks the problem at hand into smaller problems, solved one by one using the scientific method<ref>[''https://en.wikipedia.org/wiki/Scientific_method'']'' Wikipedia article on the scientific method''</ref> of experimentation instead of the usual "implementation" approach. This liberates the solutions as the improvement efforts are allowed to lead to failure and failure is even a welcomed learning. The efforts themselves are encouraged to be small, so that their effect can be controlled and, most importantly, confirmed. An important benefit of the Kata management method is the humanisation of the workplace. People working on a Kata project feel empowered and full of purpose, as they are not blindly following orders but are part of creating their work environment and procedures.

	This article states that project and portfolio managers dealing with product or process development and organisational change can benefit from the teachings of Kaizen and Toyota Kata. This is because development and change require dealing problems without having a clear solution and where the proposed solutions has to feel natural and logical to every one involved.		This article states that project and portfolio managers dealing with product or process development and organisational change can benefit from the teachings of Kaizen and Toyota Kata. This is because development and change require dealing problems without having a clear solution and where the proposed solutions has to feel natural and logical to every one involved.

	The article starts out by elaborating on the methods origins and later describes the processes and tools needed to use it successfully. Benefits and limitations are outlined keeping project management in mind.		The article starts out by elaborating on the methods origins and later describes the processes and tools needed to use it successfully. Benefits and limitations are outlined keeping project management in mind.
	==Brief history of Kaizen and Toyota Kata==		==Brief history of Kaizen and Toyota Kata==

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	===Toyota Kata===		===Toyota Kata===
	Toyota was one of the companies to very well implement the teachings from TWI and to actually standardize them in the form of the Toyota Production System <ref>[''https://en.wikipedia.org/wiki/Toyota_Production_System'']''Wikipedia article on the Toyota Production System''</ref>. The success of Toyota has been so great that western companies have many times tried to follow their ways. This has resulted in the formulation of lean principles and tools. The term “lean” was first mentioned in “The machine that changed the world” <ref>[''https://www.amazon.com/Machine-That-Changed-World-Revolutionizing-ebook/dp/B001D1SRRS''] ''Amazon link to purchase the book "The machine that changed the world"''</ref>, a book highlighting the gabs between Toyota and other car manufacturers <ref name="lean">[''http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3678835/''] ''Teich, S. T. & Faddoul, F. F., 2013. Lean Management—The Journey from Toyota to Healthcare. Rambam Maimonides Med J, 4(2)''</ref>. The principles are numerous, to mention a few: management of value stream, identification of customer value, the pursuit of perfection while reducing all the kinds of waste, the five whys or going after the root cause of a problem.		Toyota was one of the companies to very well implement the teachings from TWI and to actually standardize them in the form of the Toyota Production System <ref>[''https://en.wikipedia.org/wiki/Toyota_Production_System'']''Wikipedia article on the Toyota Production System''</ref>. The success of Toyota has been so great that western companies have many times tried to follow their ways. This has resulted in the formulation of lean principles and tools. The term “lean” was first mentioned in “The machine that changed the world” <ref>[''https://www.amazon.com/Machine-That-Changed-World-Revolutionizing-ebook/dp/B001D1SRRS''] ''Amazon link to purchase the book "The machine that changed the world"''</ref>, a book highlighting the gabs between Toyota and other car manufacturers <ref name="lean">[''http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3678835/''] ''Teich, S. T. & Faddoul, F. F., 2013. Lean Management—The Journey from Toyota to Healthcare. Rambam Maimonides Med J, 4(2)''</ref>. The principles are numerous, to mention a few: management of value stream, identification of customer value, the pursuit of perfection while reducing all the kinds of waste, the five whys or going after the root cause of a problem.
	There is no doubt that Toyota has been successful. Nevertheless, ~~according to a survey conducted by Industry Week in 2007 74 percent of~~ companies ~~are not having success with~~ their ~~lean program~~ <ref name="failLean"></ref>~~. Mike Rother claims in his book “Toyota Kata” <ref name="book"></ref> that he has found the reason why Toyota succeeds and the rest have a harder time~~. [[File:sochin.jpg\|200px\|thumb\|right\|Figure 1: Karate Kata ''Source:http://condor178.altervista.org/kata_jpeg.html'']] Here is an example: ~~several~~ years ago, a manager in a western car manufacturer company would go to the Toyota shop floor and see that they are using inventory facades close to the production line, so that the workers can go and fetch what they need easily. Seeing the benefit, the manager would implement it home as well. Two years later, she goes to Toyota again to find out that the facades are now gone and they are using kitting instead. She now has to implement kitting <ref>Example given by Joakim Bjurström, a LSSBB & Cert. TWI Trainer JI during a Toyota Kata training, December 2015</ref>. What this shows is that Toyota seems to be a step ahead with innovation. The solutions, however, are developed to answer specific needs, specific to Toyota, so that when taken and implemented outside, they might not necessarily bring the same results. Mike Rother claims that this problem solving thinking is what companies should be adopting rather than the ready Toyota solutions. This is what he calls Kata, which is a Japanese word which literally means form and is used for the choreographed movements practised in martial arts (see picture to the right).		There is no doubt that Toyota has been successful. Nevertheless, very few companies can adopt their ways successfully <ref name="failLean"></ref>. [[File:sochin.jpg\|200px\|thumb\|right\|Figure 1: Karate Kata ''Source:http://condor178.altervista.org/kata_jpeg.html'']] Here is an example of how adopting Toyota's success can be done in a wrong way:
			: Several years ago, a manager in a western car manufacturer company would go to the Toyota shop floor and see that they are using inventory facades close to the production line, so that the workers can go and fetch what they need easily. Seeing the benefit, the manager would implement it home as well. Two years later, she goes to Toyota again to find out that the facades are now gone and they are using kitting instead. She now has to implement kitting <ref>Example given by Joakim Bjurström, a LSSBB & Cert. TWI Trainer JI during a Toyota Kata training, December 2015</ref>.
			What this shows is that Toyota seems to be a step ahead with innovation. The solutions, however, are developed to answer specific needs, specific to Toyota, so that when taken and implemented outside, they might not necessarily bring the same results. Mike Rother claims that this problem solving thinking is what companies should be adopting rather than the ready Toyota solutions. This is what he calls Kata, which is a Japanese word which literally means form and is used for the choreographed movements practised in martial arts (see picture to the right).
	In a nutshell, Toyota Kata are the Kaizen practise in Toyota, practiced so often that have become the instinct reaction to a problem, much like when the right karate move is recalled instinctively in a fight situation. Mike Rother figured this out during his research at Toyota when the answer he got on the questions:		In a nutshell, Toyota Kata are the Kaizen practise in Toyota, practiced so often that have become the instinct reaction to a problem, much like when the right karate move is recalled instinctively in a fight situation. Mike Rother figured this out during his research at Toyota when the answer he got on the questions:
	- When do you do Kaizen? When are the Kaizen events held? When do you initiate it a Kaizen activity?		- When do you do Kaizen? When are the Kaizen events held? When do you initiate it a Kaizen activity?

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	#:It is also common to create a visualisation of the current condition in the form of a process map or value stream map.		#:It is also common to create a visualisation of the current condition in the form of a process map or value stream map.
	#:In short, at this step one needs to collect data and facts about the current state, define process and output metrics, so that we know what to improve and with how much.		#:In short, at this step one needs to collect data and facts about the current state, define process and output metrics, so that we know what to improve and with how much.
	#:On the storyboard (Figure 2), the learner is concerned with the field "Current Condition Now", where they would display the facts they have gathered. The basic, minimum input here should be a run ~~char~~, showing the outcome performance and a block or swim-lane diagram showing the process characteristics and operating pattern.		#:On the storyboard (Figure 2), the learner is concerned with the field "Current Condition Now", where they would display the facts they have gathered. The basic, minimum input here should be a run chart, showing the outcome performance and a block or swim-lane diagram showing the process characteristics and operating pattern.
	# '''Define target condition'''		# '''Define target condition'''
	#: While the ''vision'' of is the long term goal, and the ''challenge'' is the more accessible, but still far in the future goal, the target condition describes the next desired condition one week or three months from now <ref name="handbook"></ref>. The path towards the challenge then becomes a series of target conditions. Every time a target condition has been reached, a next one is established.		#: While the ''vision'' of is the long term goal, and the ''challenge'' is the more accessible, but still far in the future goal, the target condition describes the next desired condition one week or three months from now <ref name="handbook"></ref>. The path towards the challenge then becomes a series of target conditions. Every time a target condition has been reached, a next one is established.
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	# '''Experiment toward the target condition''' [[File:PdcaCyclesRecords.PNG\|420px\|thumb\|right\|Figure 4: Improvement Kata ''Source: <ref name="handbook"></ref>'']]		# '''Experiment toward the target condition''' [[File:PdcaCyclesRecords.PNG\|420px\|thumb\|right\|Figure 4: Improvement Kata ''Source: <ref name="handbook"></ref>'']]
	#:Now that there is a target condition, the learner is challenged with the question "How to get there?". The path to the target condition can be seen as a grey zone. The method of going through it is the method of experimentation, where cycles of prediction-action-evidence-evaluation are taken. The four cyclical steps are also know as PDCA standing for plan-do-check-act. In practice, it is the same.		#:Now that there is a target condition, the learner is challenged with the question "How to get there?". The path to the target condition can be seen as a grey zone. The method of going through it is the method of experimentation, where cycles of prediction-action-evidence-evaluation are taken. The four cyclical steps are also know as PDCA standing for plan-do-check-act. In practice, it is the same.
	#: *'''Plan''': The first step in scientific experimentation is making a hypothesis, a testable prediction. The learner here defines what he would do next and what he expects as a result of the action.		#:*'''Plan''': The first step in scientific experimentation is making a hypothesis, a testable prediction. The learner here defines what he would do next and what he expects as a result of the action.
	#:* '''Do''': The prediction is tested taking the action accordion to the plan.		#:* '''Do''': The prediction is tested taking the action accordion to the plan.
	#:* '''Check''': The results of what actually happened are measured.		#:* '''Check''': The results of what actually happened are measured.
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	===Coaching Kata===		===Coaching Kata===
	In integral part of Kata is coaching. The coach guides the learner, making sure that the learner is moving ahead in skill development and that he is successful in using PDCA in navigating in the uncertain territories to reach the desired target condition <ref name="handbook"></ref>. A good coach does not give solutions but asks the right questions (see Figure 5 below) that lead the learner to greater understanding. The coach is after understanding what the learner is thinking and what his threshold of knowledge is, so that he can push him to go beyond it. The coach should also be able to transmit confidence.		An integral part of Kata is coaching. The coach guides the learner, making sure that the learner is moving ahead in skill development and that he is successful in using PDCA in navigating in the uncertain territories to reach the desired target condition <ref name="handbook"></ref>. A good coach does not give solutions but asks the right questions (see Figure 5 below) that lead the learner to greater understanding. The coach is after understanding what the learner is thinking and what his threshold of knowledge is, so that he can push him to go beyond it. The coach should also be able to transmit confidence.
	In Kata it is believed that one can teach something only if they have tried it themselves and have mastered it. Therefore, to become a good coach one needs to have been a learner. There is no easy way <ref name="handbook"></ref>.		In Kata it is believed that one can teach something only if they have tried it themselves and have mastered it. Therefore, to become a good coach one needs to have been a learner. There is no easy way <ref name="handbook"></ref>.
	The coach is also equipped with a set of questions to ask during the PDCA cycle. To be exact he ask five questions. They are displayed in Figure 6 below together with the expected learner's answer.		The coach is also equipped with a set of questions to ask during the PDCA cycle. To be exact he ask five questions. They are displayed in Figure 6 below together with the expected learner's answer.