What kata should we practice?
An increasing number of organizations want to distinguish themselves by developing a culture that continually generates improvement, adaptiveness and innovation -- learning -- by which the organization can thrive long term in dynamic, unpredictable conditions.
What kata, then, should we practice in our organization to achieve that?
What I call the Improvement Kata, Toyota’s fundamental approach for continuously improving and evolving throughout the organization, is an example of just such a kata. It is a behavior pattern that does not specify the content of actions (since that is situation-dependent and not predictable) but rather a scientific-rational form for how to approach situations and take actions. The improvement kata creates something we have been pursuing but, so far, rarely achieving: a true learning organization.
The improvement kata does not supplant lean techniques. It provides the managerial, behavioral and thinking context within which those techniques are developed, applied and function.
The improvement kata is a routine of thinking and acting that
harnesses human capability to improve, innovate and solve
problems. It provides a means for continually sensing the gist
of situations and responding pragmatically, which is an
alternative way for people to obtain a sense of security, comfort
and confidence. Instead of obtaining that by holding beliefs of
certainty about conditions - artificially feeling we know - we can
get it from the means by which we deal with uncertain conditions,
i.e., what we don't know. This taps and channels our capabilities
more effectively than the currently prevailing management approach.
By practicing a kata such as the improvement kata, many more people can learn and become engaged in the process of improvement, adaptation and innovation. Therein lies a source of sustained competitive advantage.
Although the improvement kata is not overly complicated (which makes sense since Toyota would like everyone in the organization to use it) it cannot be explained in a few sentences. It is presented in detail in the book Toyota Kata.
Of course, a particular kata doesn't come to life in your organization just because you say so or because it is a good idea. Once you know what kata you want, then the next question is...
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