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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
"Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture." —Jeffrey K. Liker, bestselling author of The Toyota Way "[Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking." —The Systems Thinker "How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way." —James P. Womack, Chairman and Founder, Lean Enterprise Institute "Pra...
The Toyota Kata Practice Guide: Practicing Scientific Thinking Skills for Superior Results in 20 Minutes a Day
Take the Kata path to scientific thinking and superior results! In this long-awaited companion to the groundbreaking book Toyota Kata, Mike Rother takes you to the next level of developing business mindset and capability for the 21st Century. Much more than a list of management concepts, The Toyota Kata Practice Guide walks you through the process of making improvement, adaptation, and even innovation routine behavior. Designed to help a coach (the manager) and a learner work together for developing new skillsets, The Toyota Kata Practice Guide delivers the information, insight, and frameworks you need to: • Form habits that help you solve problems and achieve challenging goals • Modify ...
Learning to See
Lean production is the gold standard in production systems, but has proven famously difficult to implement in North America. Mass production relies on large inventories, uses "push" processes and struggles with long lead times. Moving towards a system that eliminates muda ("waste") caused by overproduction, while challenging, proves necessary for improved efficiency. Often overlooked, value stream mapping is the essential planning stage for any Lean transformation. In Mike Rother and John Shook's essential guide, you follow the value stream mapping undertaken for Acme Stamping, for its current and future state. Fully illustrated and well-organized, Learning to See is a must-see for the value stream manager.
Creating Continuous Flow
This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream.A sight we frequently encounter when touring plants is the relocation of processing steps from departments (process villages) to product-family work cells, but too often these "cells" produce only intermittent and erratic flow. Output gyrates from hour to hour and small piles of inventory accumulate between each operation so that few of the benefits of cellularization are actually being realized; and, if the cell is located upstream from the pacemaker process, none of the benefits may ever reach...
Toyota Kata Culture: Building Organizational Capability and Mindset through Kata Coaching
Take advantage of your organization’s brainpower with Kata-driven continuous improvement “This is the first book I have read that provides a clear picture of what it takes to develop and mobilize creative capability across an organization, to achieve challenging goals.” Jeffrey K. Liker, author of The Toyota Way (from the Foreword) Nobody drives continuous improvement in real, tangible ways like Toyota, where everyone at every level works toward common, customer-related goals. At Toyota, continuous improvement is habitual. In his groundbreaking book Toyota Kata, Mike Rother revealed management practices that drive Toyota’s success in providing value to their customers. Now, Rother an...
Managing to Learn
"The process by which a company identifies, frames, acts and reviews progress on problems, projects and proposals can be found in the structure of the A3 process ... follow the story of a manager ... and his report ... which will reveal how the A3 can be used as a management process to create a standard method for innovating, planning, problem-solving, and building structures for a broader and deeper form of thinking - a practical and repeatable approach to organizational learning"--Publisher's description.
Value Stream Mapping Workshop
When Mike Rother and John Shook first realized the power of value stream mapping in the mid-1990s they began to offer workshops on this invaluable technique.
Freedom from Command and Control
"Command and Control is failing us. There is a better way to design and manage work - a better way to make work work - but it remains unknown to the vast majority of managers." An adherent of the Toyota Production System, John Seddon explains how traditional top-down decision making within service organizations leads to managers
Super7 Operations
When author and operational excellence consultant Menno R. van Dijk joined ING Domestic Bank in the Netherlands, the company had already been using the Lean system a few years. But van Dijk felt something was missingthe fun factor: experiments, improvements, a supportive management style, and teamwork. He wasnt seeing the sense of invigoration and renewal that comes when employees on the shop floor experience the improvement brought on by a Lean implementation. He went to work and created a new approachSuper7that took the Lean system in financial services to the next level. It radically reduced customer waiting times with less management and more responsibility on the shop floor. In Super7 O...
