Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
A Business, Management, Nonfiction book. management: The systematic pursuit of desired conditions by utilizing human capabilities...
"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. This game-changing book puts you behind the curtain of Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement...
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- Filetype: PDF
- Pages: 336 pages
- ISBN: 9780071635233 / 0
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More About Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
Toyota cree firmemente que son las rutinas organizacionales para la mejora y la adaptacin, y no los objetivos cuantitativos/econmico-financieros, las que definen la ruta hacia la ventaja competitiva y a la supervivencia organizacional a largo plazo. Mike Rother, TOYOTA KATA: El mtodo que ayud a miles de empresas a optimizar la gestin de sus negocios As discussed in Chapter 1, there is a human tendency to desire and even artificially create a sense of certainty. It is conceivable that the point here is not that we do not see the problems in our processes, but rather that we do not want to see them because that would undermine the sense of certainty we have about how our factory is working. It would mean that some of our assumptions, some things we have worked for and are attached to, may not be true. Mike Rother, Toyota Kata : Managing People for Improvement, Adaptiveness and Superior Results There are perhaps only three things we can and need to know with certainty: where we are, where we want to be, and by what means we should maneuver the unclear territory between here and there. And the rest is supposed to be somewhat unclear, because we cannot see into the future! The way from where we are to where we want to be next is a gray zone full of unforeseeable obstacles, problems, and issues that we can only discover along the way. The best we can do is to know the approach, the means, we can utilize for dealing with the unclear path to a new...
This one got lost in my stack of books, but another great look inside the collective minds of Toyota. It gives you that behind the scenes look into the culture and daily practices that make Toyota better at driving improvement than any company in the world. Great book for managers and ScrumMasters to learn from. Best book I have read on building a continuous improvement culture. I think I've been doing it wrong. For anyone looking to implement a Lean / Continuous Improvement program I highly recommend this book. It covers, in great detail, what is needed to keep going along the path.
