Issue link: https://industrialmanagement.epubxp.com/i/513969
30 Industrial Management Toyota's kata system is one of the best strategies ever created to learn and develop leaders. As Rother presented in Toyota Kata , Toyota specifies, aligns and achieves the outcome targets via the improvement kata behavior. This process removes obstacles and keeps repeating the plan-do-check-act (PDCA) cycle at every step. At the same time, Toyota's coaching kata coaches people on how to achieve their goals and meet target conditions. Toyota is teaching people across the organization a behavior routine that aligns people and functions in accordance with the company's philosophy and vision. So how about you? Start with a vision. For struggling businesses, a long-term vision of five or 10 years won't mean much if the company ceases to exist in 12 months. In this case, targets should be adapted to match the real situation to help the company survive. Goals can be broken down into Changing cultures and breaking old habits are the keys to better performance. more manageable pieces and smaller increments. This ensures quality implementation. You also can apply the PDCA cycle slowly at every step and remove obstacles as they are found. It is preferable not to apply a large improvement at once. The obstacles and resistance to such change would be huge, and the entire program could fail quickly. For each target, specify the current condition and the target condition using the appropriate metric. In many conditions, setting and trying to follow a long-term plan for making improve- ments is like moving in a road full of fog. Breaking the goals into smaller, stretch targets makes them easier to manage, motivating your workers to strive for success. Specify a plan for reaching each target, make it actionable and give it a time frame. Get your people involved in how to do it, and listen to their ideas carefully. It is important not to neglect the training. Most companies that fail to reach their improvement goals have neglected the training and coaching, which are necessary parts of the process. Managers should dig deep in the details to discover root causes rather than jumping to solutions and the "do" phase in the continuous improvement cycle. Changing cultures and breaking old habits are the keys to better perfor- mance. Cultural behaviors drive compe- tency, company growth and continual success. Organizations need to change their culture if they want to embed continuous improvement into every- one's daily routine. It is easy to talk about and hard to do. It requires long-term management support and internal investment. Practicing new behaviors will shift the employees out of the existing routine and, over time, influence people's thoughts and actions. In the long term, repeated new habits can lead to a culture of continuous improvement. v International IIE Conference 2015 July 6-8 | Universidade de Aveiro, Portugal Engineering systems and networks: the way ahead for industrial engineering and operations management Get world-class programming and networking at the International IIE Conference in Portugal. • Exchange ideas and approaches that contribute to the development of industrial engineering from a scientific and entrepreneurial perspective • Learn about the most recent advances in industrial management and operations management and its practical applications • Strengthen the national and international exchange of ideas within the industrial engineering community Held in collaboration with the International Conference on Industrial Engineering and Operations Research and the Congreso de Ingeniería de Organización www. icieom.org