Toyota Kata Culture: Building Organizational Capability and Mindset Through Kata Coaching

  • 56m
  • Gerd Aulinger, Mike Rother
  • McGraw-Hill
  • 2017

Nobody drives continuous improvement in real, tangible ways like Toyota, where everyone at every level works toward common, customer-related goals. At Toyota, continuous improvement is habitual.

In his groundbreaking book Toyota Kata, Mike Rother revealed management practices that drive Toyota’s success in providing value to their customers. Now, Rother and coauthor Gerd Aulinger provide the routines and know-how for scaling these practices across your entire organization. It all builds on five simple foundational questions at every level:

  • What is the target condition?
  • What is the actual condition?
  • What obstacles stand in the way of the target condition?
  • What is the next step?
  • What have you learned from taking that step?

Illustrated cover to cover, Toyota Kata Culture helps you visualize exactly how these methods work―so you can start putting them into action right away. You’ll learn how to develop your own iterative process of trial and adjustment, build a deliberate, scientific-thinking culture that grows capability, and make aligned strategic continuous improvement part of everyday work.

Achieve your goals and differentiate your organization by following the proven formula laid out in Toyota Kata Culture.

About the Authors

Mike Rother is an engineer, researcher, and teacher who authored the bestselling books Toyota Kata and Learning to See. He works to develop scientific thinking in individuals, teams, and organizations, shares his findings widely, and is in the Association of Manufacturing Excellence Hall of Fame.

Gerd Aulinger is a management coach who helps business leaders develop people's improvement skills, while improving the flow of value to their customers.

In this Book

  • Foreword
  • Introduction—Let's Paint a Picture
  • Planning—Understand the Challenge, Grasp the Current Condition, Establish the Next Target Condition
  • Executing—Conduct Daily Experiments and Coaching Cycles
  • Expanding Upward
  • Expanding Sideways—Handling Obstacles at Interfaces
  • Conclusion—Getting Started and Developing Your Own Way


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