Toyota Management System

Define Your Company Purpose

Why Does Your Company Exist? What Is Your Company’s Philosophy? Ask this simple question at work and watch the eyes glaze over. It is a bit like asking why humans exist on this earth. Leave that to the philosophers. Let’s […]

Developing Improvement Kata Behavior in Your Organization

The second overarching question mentioned in the introduction to Toyota Kata is: How can other companies develop similar routines and thinking in their organizations? At this point we have a basic awareness of what Toyota is doing to achieve continuous […]

Written Document to Support Toyota Mentor/Mentee Dialogue

Cycles of coaching should ideally be frequent, short, and conducted face-to-face. In the case example, Tina and Dan’s communication was all verbal. However, it is often advisable to use a simple, one-page written document in support of mentor/mentee coaching. Verbal […]

Toyota’s Mentor/Mentee Case Example

The best way to explain Toyota’s mentor/mentee teaching approach is to show it in action. The following case example provides a close look at a Toyota-style mentor/mentee dialogue. Simultaneously, it also does a good job of demonstrating how Toyota thinks […]

Toyota Coaching Kata: Leaders as Teachers

Coaching Is Required Suppose we would like to teach a team of athletes some new skills and have them do well in competition. In this case, we would certainly not expect that simply explaining a different way of doing something, […]

Who Carries Out Process Improvement at Toyota?

A question that has been debated for many years is: “Who should carry out process improvements?” (Figure 7-1). Here are three common but problematic answers to that question. The process operators? One of the widely held opinions about continuous improvement […]

How Toyota Utilizes PDCA

So what actually constitutes one PDCA cycle in real life? Consider the process of getting up and going to work, and a target condition of being in the car and ready to drive to work 60 minutes after waking up. […]

This Is PDCA (Plan-Do-Check-Act)

Because the target condition lies beyond the reach of our flashlight, the path to attaining it cannot be predicted with exactness. Thus, we have to find that path by experimenting. This is the scientific method, which consists of formulating hypotheses […]

Target Condition Thinking

Over time and with practice you should be able to develop a kind of target condition thinking, and Toyota’s concept of “standardized work” helps illustrate what I mean. A “standard” is a description of how a process should operate. It […]

Takt Time – Lean Techniques

Takt time is the rate of customer demand for the group, or family, of products produced by one process. Takt time is used most often at assembly-type processes that serve external customers. Takt time is calculated by dividing the effective […]