Kata Coaching

Toyota Kata is a pattern that employees use to approach problems scientifically. In order for employees to adopt the pattern of scientific thinking in all areas of the organization, they must be accompanied by a coach. The problems and optimizations are carried out by the employees themselves through experiments.
This strongly promotes the independence and appreciation of employees within the company. In future, employees will be able to solve many problems independently.

Quick Info

Contents

  • Definition of Toyota Kata
  • Think scientifically
  • Kata in management
  • Indirect areas
  • Improvement kata
  • Coaching kata
  • Distribution of roles
  • Deming cycle (PDCA)
  • Toolbox for kata
  • Resistors
  • Continuing learning in old age
  • Kata projects
  • How to get started with kata?
  • Kata questions
  • Challenge (North Star)
  • Kata process
  • Kata storyboard
  • The role of the coach
  • Coach-Coach
  • Benchmarkings

Duration on request

Dates on request

Key information

Kata Coaching is a highly effective and systematic method based on the proven principles of the Toyota Kata concept. This method aims to promote continuous learning and improvement by providing structured routines and exercises.
These routines and exercises enable employees to develop their problem-solving skills, optimize processes and establish a culture of continuous improvement. Through the use of coaching techniques, employees are empowered to achieve their goals and overcome obstacles by systematically conducting small experiments and learning from them.
The focus is on the iterative process of planning, executing, reviewing and adapting, which enables employees to continuously improve and adapt to change. Kata Coaching fosters an environment where employees are encouraged to try new ideas, take risks and learn from mistakes, which ultimately leads to innovation, increased efficiency and organizational growth.

Beneftits

  • Promotion of a learning culture
  • Verbesserung der Problemlösungsfähigkeiten
  • Increased employee participation
  • Effective implementation of CIPs
  • Increase in process efficiency

Risks

  • Resistance to change
  • Too rigid application of the method
  • Additional tasks for employees
  • Measuring the effectiveness of coaching
  • No support with the introduction

Contact form