A word about KATA
“We build people before we build cars.” This saying says a lot about priorities, cultural values, and the Toyota Way.
Toyota managers, as a rule, say that the most important (or even the only) feature that distinguishes their organization from their competitors is the talents that they work with and develop. Without them, it is not possible to stand out or survive in a hyper-competitive world, because each system requires highly competent and gifted people who are able to maintain it and constantly improve it (entropy cure).
This is where the question usually arises: “Well, but where to get these talents?”
In my opinion, it is first worth asking the following questions: “Am I creating the conditions for the development of talents?” and “Do my talents escape to the competition because they can better develop there?” We know that even the best grain will not bear fruit if it does not fall on “good soil”. So one by one …
At Toyota, the approach is clear: inborn talent is a maximum of 10% of human capabilities (as a rule), and the remaining 90% must be learned and worked on. Of course, you need a “seed of talent” (predisposition) and commitment, and all the rest is just “Benedictine patience”, repeated daily effort, and methodical exercises as part of the SHU-HA-RI (Kata) learning cycle.
- SHU” (“protect”) – it concerns learning under the supervision of a master (TWI training),
- „HA” (“break”) – precise reflection of the standard (work under supervision/control)
- „RI” (“freedom of creation”) – an endless cycle of improving the standard (Kata Improvement and Kata Coaching).
For a better understanding of the process of developing talents, the “pool metaphor” and the comparison with learning to swim work very well. Most of the “non-Toyota” companies stop developing employees’ skills when they are already working independently (swimming) and achieving the expected efficiency and quality indicators (time and style). Simply, we reach the middle of the pool and are happy with mediocrity. We develop an employee’s potential in a process that is meant to last as short as possible (!). The worst thing is that after being implemented to work, as a rule, nothing else happens. Toyota uses the “whole pool” by focusing on constant development and continuous improvement, so that employees can use their full potential. In practice, they themselves take responsibility for improving their workstations, which is accompanied by a sense of passion and pride in the work they do.
Toyota’s full talent development approach can be used successfully in any organization!
Over 30 years of experience in Lean Management. He is a psychologist, consultant, trainer, coach and management mentor. He was a Regional Director in leading organizations in the financial industry and participated in the creation of HR and management projects implemented jointly with the consulting BCG Company. Specializes in the development of people, leaders, teams and organizations in the VUCA environment.
