- Hardcover: 336 pages
- Publisher: McGraw-Hill Education; 1 edition (1 September 2009)
- Language: English
- ISBN-10: 0071635238
- ISBN-13: 978-0071635233
- Product Dimensions: 16 x 3 x 23.4 cm
- Boxed-product Weight: 567 g
- Average Customer Review: Be the first to review this item
- Amazon Bestsellers Rank: 42,594 in Books (See Top 100 in Books)
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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results Hardcover – 1 Sep 2009
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Lead, Manage, and Develop Your People--the Toyota Way!"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 progressand what it takes to make it a real part of your culture."
Jeffrey K. Liker, bestselling author of The Toyota Way
By uncovering exactly what makes Toyota the standard bearer in a way that is accessible to every management level, in every industry, Rother has given the business world a true gem--Toyota Kata is a must read!
Keith Allman, President, Delta Faucet Company
Mike Rother's Toyota Kata is a rare and exciting event--a book that casts entirely new light on a much-heralded set of management practices, giving those practices new significance and power.
from the Foreword by H. Thomas Johnson, author of Profit Beyond Measure
In Toyota Kata, Rother has put his finger on the heart of the coaching process at Toyota. He has distilled the PDCA process to its simplest and most essential core. Much of Toyota's success is rooted in these subtle yet powerful behaviors Mike so clearly describes. Kata provides a level of clear insight into the key principles underlying Toyota culture in a way that can be easily understood and applied. Essential reading for any company committed to lasting culture change."
Bill Costantino, W3 Group, Former Group Leader TMMK(Toyota Motor Manufacturing Kentucky, Inc.)
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Most helpful customer reviews on Amazon.com
I've now purchased SIX copies of the book as we are picking up speed, proceeding to roll Lean out through all the aspects of our national business. It will doubtless take me years to really feel I am a fully experienced "Lean" practitioner. But I can't praise this book enough: Forget reading all the other books until you've really read this one. I wish I could take at least one star away from pretty nearly all the other Lean books out there so this one would really stand out as the shining STAR that it is.
Of the probably 15 books I've read so far on "lean", this one stands alone in actually trying to teach the thinking *behind* Toyota's mindset of continuous improvement. As the author himself admits -- despite all the books, seminars, and consulting -- NOBODY has yet duplicated Toyota's results. You can be pretty sure you will fail, also, if you try to implement lean as a group of tools taught by a consultant. The tools are absolutely the LEAST important aspect of Toyota's success.
In the author's words: "What we have been doing is observing Toyota's current visible practices, classifying them into lists of elements and principles and then trying to adopt them. This is reverse engineering ... and it is not working so well."
I do think Lean has a lot to offer; It only makes sense that there a better and worse ways to do everything and that improvement really has no limits.
The proper place to start, and to ground, is in the philosophy and more subtle behaviors at Toyota. The particular techniques are pretty much valueless without culture change and this is the only book I've read so far which really teaches that.
If you do, treat yourself to Mike Rother and associates' thoughts on the subject. Read carefully, you will find a perspective, a discipline, and tools that can help you achieve satisfaction from your attention and skillful work.
Placed in the context of the Toyota Production System, Mike Rother offers the benefit of years of observation, study, and practice in the kata of continuous improvement. My personal application is not in a manufacturing context and therefore must be adapted to fit the time constants and activities particular to my institution's work but the principles are clear and implementable.
The down side, at least from a short term "I want results and profits NOW!" perspective, is that it takes time, especially at the institutional level, to achieve noticeable results. So, pick your payoff.
In contrast, the author does a great job at describing his deeper insights about the intellectual foundation of what has made Toyota such a dominant force. He makes those ideas accessible to a wide audience of managers who want to adopt these ideas through examples and easy to grasp models.
I look forward to applying these ideas and coaching techniques to help my team achieve our current "target conditions" and long term vision.
For those in senior management roles, I highly recommend reading The Four Disciplines of Execution which is a complementary set of ideas that starts at the organizational strategy level. These two books together make for a powerful combination around implementation of modern CPI thinking.
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