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Next
Target
Condition
22.3
Current
Condition
1217 Baldwin Avenue / Ann Arbor, MI 48104 USA / tel: (734) 665-5411 / mrother@umich.edu
TOYOTA KATA
Visible
Less
Visible
A systematic, scientific
routine of thinking & acting
Managers as teachers
of that routine
TOYOTA KATA
A FAMILIAR ILLUSION
Mike Rother
TOYOTA KATA
Visible
Less
Visible
Important and
necessary,
but...
TOYOTA KATA
Mike Rother
TOYOTA KATA
WHAT IS METACOGNITION?
Mike Rother
TOYOTA KATA
WHAT IS METACOGNITION?
Its a big word for thinking about how you think
Mike Rother
TOYOTA KATA
A QUICK EXPERIMENT
Take a moment... please cross your arms.
Then re-cross them the other way.
Mike Rother
TOYOTA KATA
QUICK EXPERIMENT
Please clasp your hands.
Then clasp them the other way.
Mike Rother
TOYOTA KATA
Mike Rother
TOYOTA KATA
10
Unconscious
Thinking
Deliberate
Thinking
Mike Rother
TOYOTA KATA
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TOYOTA KATA
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Mike Rother
TOYOTA KATA
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Deliberate
Practice
develops
Unconscious
Thinking
TOYOTA KATA
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Part 2
WHAT IS A KATA?
A kata is a routine you practice deliberately so its pattern becomes a habit
TOYOTA KATA
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This is deliberate,
conscious
daily practicing
Practicing
specific
new
behaviors
Affects
This is automatic,
unconscious
daily practicing
Team or
Organizational
Culture
Routines
Habits
Rituals
Norms
Teaches
Mindset
and
behavior
A
T
A
K ed
Is Usre
He
Mike Rother
TOYOTA KATA
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Visible
Less
Visible
Mike Rother
A systematic, scientific
routine of thinking & acting
Managers as teachers
of that routine
TOYOTA KATA
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A DEFINITION OF MANAGEMENT
The systematic pursuit of desired conditions
by utilizing human capabilities
in a concerted way
Mike Rother
We are
here
We want
to be here
next
Current
condition
Desired
condition
Target
condition
Challenge
TOYOTA KATA
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Affects
Team or
Organizational
Culture
Routines
Habits
Rituals
Norms
Teaches
Mindset
and
behavior
A
T
A
K ed
Is Usre
He
Mike Rother
TOYOTA KATA
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Understand
the
Direction
Grasp the
Current
Condition
Establish the
Next Target
Condition
4
PDCA Toward the
Target Condition
ACT
Tar get
Condition
CHECK
CC
Mike Rother
PLAN
Go
and
See
DO
TC
The 5
Questions
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Mike Rother
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Team
Process
Target Condition
2nd Coach
(coaches
the coach)
Coaching
Kata
Manager
(Coach, Mentor)
Mike Rother
Improvement
Kata
Process
Learner
(Mentee)
Focus here is
applying the
Improvement Kata
to an objective
TOYOTA KATA
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.
.
.
.
. . . .. . . .
.
Unclear
The content
and obstacles
that the learner
works on are
situational and
will vary.
Obstacles
Current
Condition
Target
Condition
Territory
Coaching cycles
5Q 5Q 5Q 5Q 5Q 5Q
5Q
5Q
5Q
5Q
5Q
5Q
with the 5Q
5 questions
The pattern of
thinking and
acting (the kata)
stays the same
and repeats.
This is the habit
youre trying to
teach.
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Is the
learner
practicing
here?
Corridor of
Improvement Kata
way of thinking & acting
Or here?
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TOYOTA KATA
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Or here?
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...not this
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Part 3
HOW HAVE WE BEEN MANAGING?
Leaders and managers have tended to focus on outcomes and solutions
A solution at Toyota...
Establish targets
Management
Maybe describe some solutions or tools
by Results
Provide incentives to get it done
Get out of the way and periodically check results
Mike Rother
TOYOTA KATA
30
Box of
tacks
Solution
Mike Rother
TOYOTA KATA
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Problem as presented
Solution
Mike Rother
TOYOTA KATA
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ROUND TWO
Find a way to attach the candle to the wall so wax will not drip on the floor
Now four
separate
items
Problem as presented
Solution
Mike Rother
TOYOTA KATA
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TOYOTA KATA
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KEY POINT
The implementation-oriented management approach
is not well suited to meeting challenges
Many companies practice
management by results
and ROI decision making,
as if the path were clear.
Predictable Zone
Learning Zone
Ob
s
e
l
c
sta
Threshold
Target
Condition
ear
l
c
n
U itory
Terr
We want to
be here
next
When you take steps forward you discover things that were
not apparent back when we were calculating and planning
Mike Rother
TOYOTA KATA
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Mike Rother
TOYOTA KATA
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DEVELOPING SOLUTIONS
There may be only 3 things we can and need to know with certainty!
Management
by Means
Obstacles
We are
here
plan
is
made
here
Unclear
Territory
We want
to be
here
Mike Rother
TOYOTA KATA
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TOYOTA KATA
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Part 4
WHERE DO AN ORGANIZATIONS
SOLUTIONS COME FROM?
Peoples
MINDSET
Mike Rother
Peoples
BEHAVIOR
PATTERNS
Processes
Products
Services
BUSINESS
OUTCOMES
TOYOTA KATA
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WHAT IS MINDSET?
Mindset
A subconscious, habitual
way of thinking and feeling,
learned via successes and
failures
Behavior
Patterns
Determines how we
interpret and respond
to situations
Two Points:
Mindset is the basis of organizational culture
If you want to change your organizations
culture youll have to change mindsets
Mike Rother
TOYOTA KATA
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Mike Rother
TOYOTA KATA
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Mystery
Uncertainty
Apparent
Certainty
Comfort
area
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TOYOTA KATA
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TOYOTA KATA
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Mike Rother
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Predictable
Situation
Challenging
Situation
This brain is
coasting on
memory it already
has (which uses
less energy)
This brain is
actively engaged
in wiring circuits
Mike Rother
TOYOTA KATA
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Confirmed
Strengthens
existing thinking
Weaves a highway
in your brain
Hypothesis
Refuted
Surprise. Potential
for new knowledge,
learning, discovery
TOYOTA KATA
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A THRESHOLD OF KNOWLEDGE
IS A LEARNING EDGE
To reach new levels
of performance a
knowledge threshold
has to be there
Mike Rother
TOYOTA KATA
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Mystery
Uncertainty
Mike Rother
Apparent
Certainty
Expanded
comfort
area
TOYOTA KATA
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Mystery
Uncertainty
Uncertainty
Apparent
Certainty
Mike Rother
Comfort
area
Apparent
Certainty
TOYOTA KATA
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Part 5
HOW DO YOU CHANGE OR DEVELOP MINDSET?
(and the organizational culture)
TOYOTA KATA
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Dendrites (receiver)
Cell
Body
Axon (sender)
Mike Rother
TOYOTA KATA
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MINDSET IS PHYSIOLOGICAL!
The synaptic gap is what allows plasticity. The way neurons
function equips us for learning new patterns and habits.
Both the strength of connection between neurons (ease of information
transmission) and the number of connections increase with use. Whatever
you focus on and practice - with associated emotions - weaves a habit or
pattern into your thinking. (Emotion helps determine what to imprint.)
Dendrites (receiver)
Cell
Body
Untrained
Trained
Synapse
Synapse
(high resistance) (low resistance)
Axon (sender)
Yellow
Zone
Green
Zone
Habit
Innovating
Neurons that fire together wire together.
- Carla Shatz
Implementing
Mike Rother
TOYOTA KATA
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Obstacles
We are
here
Unclear
Territory
We want
to be
here
TOYOTA KATA
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TOYOTA KATA
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Part 6 CONCLUSION
THE IMPROVEMENT KATA GIVES US SOMETHING
TO HANG ON TO IN THE UNCERTAINTY ZONE
Its a kind of security blanket for the unpredictable zone
TOYOTA KATA
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Mystery
Uncertainty
Apparent
Certainty
The
The
The
The
Target
Condition
Next
Target
Condition
Current
Condition
Illustration by Dr. Lutz Engel
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TOYOTA KATA
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Mike Rother
TOYOTA KATA
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ANOTHER CONCLUSION
If we only periodically conduct training events or only
episodically work on improvement -- and the rest of the time
its business as usual -- then according to neuroscience
what were actually teaching is business as usual.
Mike Rother
Daily
TOYOTA KATA
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Obstacles
We are
here
Mike Rother
Unclear
Territory
We want
to be
here
TOYOTA KATA
60
Mike Rother
TOYOTA KATA
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