Issue link: https://industrialmanagement.epubxp.com/i/513969
may/june 2015 29 to solve problems. The automaker's employees learn a routine of thinking and acting that harnesses the human capability to improve. Many companies aim to teach their employees skills, delegating the process to the training department or human resources. Those departments might assess what employees know, their performance, and train them accord- ingly. Instead, as a commitment to self-education and continuous devel- opment, Toyota's kata system continu- ously develops people and ensures that each mentee has a mentor. For example, the team member is coached Management and leadership should be taught at the gemba, where the actual work is done. by the team leader, and the team leader is coached by the group leader. This is Toyota's method for passing its improvement kata on to all organi- zation members. Continuous coaching at the workplace builds strong leaders. Embedding this into the organization's daily routine will make improvement a habit of everyone. This is a main reason why continuous improvement becomes a behavior pattern for everyone in Toyota's organizations. The learning cycles that Toyota leaders have to take, the continuous coaching at the workplace, and the utilization of problems as an opportunity to learn and grow have made Toyota a remarkable company. As Liker explained in Toyota Under Fire , this is what allowed Toyota to come out stronger after several recall crises in the 2000s. It helped Toyota stand out during the global recession. Toyota doesn't rely on certifications and formal education programs. In fact, Japanese business culture doesn't think much of such certifications and MBAs because management and leadership should be taught at the gemba, where the actual work is done. This is where Toyota and many other Japanese businesses conduct most of their training.