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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results (BUSINESS BOOKS) Hardcover – 16 October 2009
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From the Back Cover
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.)
About the Author
- Publisher : McGraw-Hill Education; 1st edition (16 October 2009)
- Language : English
- Hardcover : 336 pages
- ISBN-10 : 0071635238
- ISBN-13 : 978-0071635233
- Item Weight : 608 g
- Dimensions : 16 x 3.05 x 23.37 cm
- Country of Origin : USA
- Best Sellers Rank: #428,570 in Books (See Top 100 in Books)
- Customer Reviews:
About the author
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Interestingly, Mr Rother argues that the "Kaizen Event" approach to improvement is not effective or sustainable because, at best, each process area will only get one or two bursts of improvement in a year. This is not continuous improvement and does truly engage the workforce. He also argues that such events produce lists of improvements which are taken on by engineers and managers as "projects" to be completed. The project approach to improvement has little impact on changing the culture of the organisation.
Instead Mike Rother argues for constant daily improvement - thus "kata" - a simple PDCA routine which is enacted every day by everyone in the process, and supported and coached by managers and team leaders who have roughly 50% of their time allocated to teaching this approach to improvement. Small step-by-step improvements are more effective over time than occasional kaizen bursts, and have a significantly greater impact on the organisation culture -creating an environment of involvement and improvement.
The book describes this "improvement kata" routine with a rapid cycle of small improvements. It is one of the most interesting books I have read in years. The "lean tools" are touched on briefly - described as methods for highlighting obstacles in a controlled manner for improvement - but this book is about the behavioural routines that, by persistent and regular teaching at all levels in the organisation, become the embedded culture.
Everyone working in the field of lean, in any industry or organisation, should read this book. It will open your eyes to what is really necessary. If you only read one business book this year, then this should be it. This book has changed my thinking on lean - particularly on implementation. It is truly an excellent work.
I wish it would be available in kindle for Ireland...
This challenge is not for the faint hearted or those without belief.
Any senior leader with a will and desire to continuously improve should read this book and set about changing an old outraged management system to a Kata management system.