Table of contents
What is Kata?
“Kata” is a method of practicing or a systematic way to do things. Kata originates from Japanese martial arts, where students spend considerable time learning drills to improve specific movements. By repeating the same movement repeatedly, students learn the correct technique. The correct technique becomes part of muscle memory and eventually becomes reflexive. When Toyota adopted this kata approach as part of their LEAN production system, kata became a common business practice.
Mike Rother’s book Toyota Kata was the first to use this term in the business context. He described the core routines he observed at the Japanese auto manufacturer that helped sustain improvement efforts. Rother’s book outlines how organizations can implement Toyota’s improvement strategies and gain benefits by following structured habits, or katas.
Two main katas exist in the business world: the Improvement Kata and the Coaching Kata. Both help companies develop an environment that encourages innovation and improvement. When employees and organizations practice katas regularly, they become accustomed to these routines. Individual employees, departments, and entire companies can repeat these routines, allowing them to improve and progress.
Kata Implementation
The kata method is a straightforward process that’s simple to follow. Teams can improve their capabilities by following the structured steps. Although the Improvement Kata and Coaching Kata are similar, you should approach each separately because each has different purposes. This section explains how to apply each kata type in your organization.
Coaching Kata Implementation
This improvement approach considers people, not just processes. The Coaching Kata helps address this need. Specifically, the Coaching Kata helps employees develop the skills and abilities necessary to continue improving. It encourages creativity and problem solving while teaching the mind how to think creatively. Employees receive daily feedback from a mentor or coach, which allows them to make rapid improvements.
The Coaching Kata is based on five core questions. These questions provide a framework that makes the approach simple to apply, repeat, and scale. Use these five questions as part of your coaching process:
- What is the current condition?
- What is the challenge or target condition?
- Which obstacles prevent you from reaching your goal condition? Which one do you need to address right now?
- What’s your next step?
- How can we take that step and learn from it?
When employees understand the challenge and direction they face, they can focus their efforts accordingly. The next goal condition provides employees with clear direction and a target to reach. Consequently, they can tackle projects in smaller chunks. Introducing Coaching Kata cycles is an excellent way to improve manufacturing processes and achieve manufacturing excellence. This capability building gives organizations a competitive advantage. Additionally, employees who can think creatively can solve problems and produce innovative ideas. As a result, they adapt to market changes effectively. This cultural transformation is nearly impossible for rivals to match.
Improvement Kata Implementation
Kata serves continuous improvement purposes. It drives minor changes that produce large gains by focusing on habit formation at the organizational level. The Improvement Kata helps teams choose which routines or habits to create. This tool helps companies set improvement goals and create strategies for reaching them.
The kata process requires four repeating stages to make consistent gains:
- Take stock of the moment: What is the situation or status right now?
- Understand the desired direction: What’s your goal or target condition?
- Conduct small experiments to test your ideas for the next challenge.
- Address the next challenge: Move along the desired path.
This approach allows employees to experiment and test innovative ideas within their organization. Moreover, it eliminates the stigma around failure and empowers employees to create innovative solutions. Fear of making mistakes can seriously limit a company’s innovation potential. People who fear trying new things will repeat what they’ve done for years. However, calculated risks help teams increase innovation and improve performance.
The Benefits of Kata Implementation
Companies practice katas to improve their skills and habits to make significant changes. Katas have a profound impact on individuals and entire organizations. Furthermore, katas provide a framework for your continuous improvement efforts. This framework leads to higher efficiency, lower waste, and greater profitability.
Katas excel at keeping you ahead of your competition. Many companies copied Toyota’s LEAN manufacturing methods when they gained prominence. They saw business performance improvements, but they didn’t achieve the same success. Rother visited Toyota to understand why. Toyota wasn’t using the same solutions from years earlier. Instead, they continued improving and innovating their methods. They found better solutions to problems and streamlined their operations.
Rother realized he was asking the wrong questions. Toyota’s success didn’t come solely from the tools they used. In fact, they had developed skills in their employees that allowed them to problem solve and innovate regularly. Toyota implemented katas to educate and empower their employees to strive for continuous improvement. As a result, the organization retained the entrepreneurial spirit that many companies lose over time.
Why is Kata Important?
You can apply the kata method in many business settings across various industries. Any organization looking to improve performance can benefit from kata. Although originally developed for the automotive industry, you can use kata in other operations and unrelated fields.
What is the Difference Between LEAN and Kata?
Kata and LEAN differ in important ways. Kata is a tool, while LEAN is a philosophy and practice. Both contribute to continuous improvement but in different ways. Kata doesn’t replace or compete with LEAN; rather, it complements it. You can combine these concepts to create powerful results.
Each serves a specific purpose in the improvement process. Kata helps employees develop skills by teaching them how to use each technique. It helps establish routines and habits that integrate into your organization and create a culture of innovation.
Your staff benefits from kata concepts to learn new methods and master LEAN techniques. They can practice the elements until they’re proficient and move to the next. This increases the effectiveness of any LEAN tools you currently use or want to introduce. Kata offers employees, managers, and leaders a structured way to implement LEAN concepts. When considering “what is kata useful for,” include employee training and cultural change.
The Improvement Kata uses a scientific approach to address obstacles and goals. The PDCA (plan, do, check, act) model tests ideas and mitigates risks. This allows staff to evaluate and test viable solutions before reaching solid conclusions. Improvement ideas are implemented quickly so businesses reap the benefits faster.
LEAN is something you do, and kata is something you practice. The Improvement Kata and Coaching Kata help you achieve LEAN results and increase your chances of success. They speed up your LEAN adoption and allow staff to learn techniques faster. You’ll see results even quicker.
Final Words
Although kata training originates in traditional martial arts, it extends to the business world. These concepts teach the basics of scientific thinking and acting and provide consistent practice. They provide a systematic approach to what might seem like an impossible problem or goal. Kata improvement is the practice’s core, providing questions that support PDCA cycles. Adopting scientific thinking increases your chances of finding novel solutions and ideas.
The Coaching Kata method provides continuous feedback and helps employees improve their skills. Employees learn to identify and set goals, identify obstacles, and devise next steps. Empowering staff allows them to take initiative.
