# The Use of the Toyota Kata Approach: A Literature Review and SWOT Analysis

Raphael Souza, Danilo Ribeiro, Helio Aisenberg Ferenhof, Fernando Antônio Forcellini

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Raphael Souza, Danilo Ribeiro, Helio Aisenberg Ferenhof, Fernando Antônio Forcellini. The Use of the Toyota Kata Approach: A Literature Review and SWOT Analysis. 19th IFIP International Conference on Product Lifecycle Management (PLM), Jul 2022, Grenoble, France. pp.652-662, 10.1007/978-3-031-25182-5_63. hal-05420919

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# The Use of the Toyota Kata Approach:
A Literature Review and SWOT Analysis

Raphael Odebrecht de Souza¹(✉), Danilo Ribamar Sá Ribeiro²,
Helio Aisenberg Ferenhof³, and Fernando Antônio Forcellini¹

¹ Department of Mechanical Engineering, Federal
University of Santa Catarina, Florianópolis, Brazil
raphael.odebrecht@posgrad.ufsc.br

² Graduate Program in Production Engineering, Federal University of Santa Catarina,
Florianópolis, Brazil

³ Post-Graduate Program in Knowledge Engineering and Management, Federal
University of Santa Catarina, Florianópolis, Brazil

**Abstract.** Toyota Kata (TK) approach emerged to how Toyota can continuously improve its processes over time. Thus, several western companies started using this approach to improve their production processes. However, there is a lack of studies that present and summarize the main opportunities and challenges when implementing and using TK in practice. Based on this, we present the result of a Structured Bibliographic Research (SBR) and a conducted SWOT analysis (strengths, weaknesses, opportunities, and threats) of the TK in a manufacturing environment. As result, it was possible to analyze eighteen works that discussed the implementation of the TK in industries. Several common aspects of the success, as well as the main barrier, could be identified. In the SWOT analysis, we demonstrated the main strengths to achieve the benefits of implementing TK. The weaknesses and threats identified may challenge some organizations. We also present a first conceptual model that aims to help organizations that want to use the TK approach in conjunction with others management approaches to improve its processes. As an implication, this manuscript presents the important steps organizations have taken to improve its processes. This way opens a new perspective for managers to lead in process optimization.

**Keywords:** Toyota Kata · Lean · Process improvement · Structured
Bibliographic Research · SWOT analysis

## 1 Introduction

Since the publication of the book "The Machine that Changed the World" by [1], the
Toyota Production System titled "Lean Manufacturing" has become a popular method
within western manufacturing companies. However, despite all the efforts of copying
and studying the Toyota improvement method, no organization has ever matched the
performance of its Japanese precursor [2]. Until today, most companies' efforts were
directed toward implementing Lean tools to improve operational processes while placing
little, if none, attention to the people who improve these processes [3].

To answer why and how Toyota can continuously improve its processes, [2] went to the company and studied the employees’ routines. The answers found by the author were published in the book “Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results” in 2010. In short, the routines, patterns, and their resulting behavior conducted daily within Toyota are called Kata. The Toyota Kata (TK) approach consists of two complementary routines called Coaching Kata and Improvement Kata. When these routines are repeated constantly, they can make the continuous improvement part of the organization’s culture.

In his work, [2] describes how the routine for process improvement is carried out by Toyota and presents some brief examples. However, it does not show a detailed case study on the use of the TK with metrics and results. In addition, the book is a description of a routine already practiced by Toyota. Thus, an example of its implementation from scratch is not presented.

Given the importance of the topic, the TK has become the theme of research by
several universities and is used by companies worldwide to improve their processes
Based on this scenario, to complement existing studies and understanding of the TK,
this paper aims to present the result of a Structured Bibliographic Research (SBR) and
SWOT analysis to identify success cases and the main opportunities and barrier when
using the TK in the manufacturing environment. We also present conceptual model that
aims to help organizations that want to use the TK approach to improve its processes.

2 Theoretical Background

2.1 Toyota Kata

Kata means routine or “way of doing” and is described as a repeated pattern and thus
develops skills and a new mindset for continuous improvement. This pattern directly
interferes with the way employees think and behave, as it is a continuous improvement
routine that provides people training based on applying the scientific method for sustain-
ably solving problems [2]. The Toyota Kata approach aims to incorporate continuous
improvement thinking in employees [4]. According to [2], in a process improvement
situation, there is an unknown path between the desired performance (Target Condi-
tion) and the current state of the process (Current Condition). Therefore, continuous
improvement is the ability to walk to the desired condition through a murky territory, be
sensitive to it, and respond to the terrain conditions. The Toyota Kata approach consists
of two complementary routines: The Improvement Kata and the Coaching Kata. The
Improvement Kata is performed by leaner and can be used at all organization levels. It
is divided into four steps, as shown in Fig. 1.

The Coaching Kata routine is practiced by all organizational levels at Toyota. Each
employee is assigned a more experienced mentor (or coach) who provides operational
guidance by generating real improvements or dealing with work-related situations. The
coach conducts cycles with the learner next to a Storyboard, where information and the
PDCA cycle are recorded.
<figure><img src="image_3.png" /><figcaption>Fig. 1. The Improvement Kata routine. Source: [2].</figcaption></figure>

## 3 Methodology

An extended Structures Bibliography Research (SRB) following the Systematic Search Flow (SSF) method from [5] was conducted to gather information about the utilization of the TK in manufacturing companies. Leading journals, conference proceedings, master dissertations, and Ph.D. thesis were searched using the keywords that the online databases Scopus, Web of Knowledge, Engineering Village, and ProQuest offer. The search was also complemented by exploratory research on Google Scholar. In addition, texts not available in their entirety were excluded, considering works in English, Portuguese and Spanish, without limitation of date, and containing the respective words in their abstracts, titles, or keywords. The query used was ("Toyota Kata"); the research was carried out with the respective query in each of the bases. Table 1 shows the inclusion and exclusion criteria used in this research.

<table><caption>Table 1. Inclusion and exclusion criteria.</caption><thead><tr><td>Criteria</td><td>Explanation</td></tr></thead><tbody><tr><td>Inclusion</td><td>The research efforts related to studies that focused on TK, i.e., studies have some kind of practical implication;<br/>Document type: Articles; Master's dissertations/PhD thesis;<br/>Language: English, Portuguese and Spanish;<br/>Time: Until March 25, 2022</td></tr><tr><td>Exclusion</td><td>Duplicate in databases;<br/>Documents that are not available online;<br/>It is used only as an example/part of research direction and future perspective/a quoted expression/in keywords and references;<br/>Non-adequacy to the scope of this study</td></tr></tbody></table>

The searches returned 115 works that were evaluated according to the reading of their titles, abstracts, and keywords. Of these, 39 were in line with the work context and were read in full. In the end, 18 works were fully aligned with the research context.
The synthesis of the results was divided into thematic and SWOT analysis. Thematic analysis is a common technique for qualitative data, which comprises the organization of the studies into guiding axes for the research [6]. At last, a SWOT analysis was conducted. This tool is characterized by the analysis of strengths (s), weaknesses (w), opportunities (o), and threats (t) [7]. Recently, it has been used to provide comprehensive synopsis in several areas [8–12]. Its use in this research was because it is considered a robust approach to summarize the results [13] and allows to present all the information collected in the literature review also with a visual approach that is useful to better frame the different instruments [10].

# 4 Results and Discussion

## 4.1 Content Analysis

This section presents the main results concerning the bibliographic portfolio. Of the analyzed works, seven were master's dissertations/Ph.D. thesis, and eleven were articles. Table 2 summarizes the analyzed works.

<table><caption>**Table 2. Resulting bibliographic portfolio.**</caption><thead><tr><td>Classification</td><td>Authors</td></tr></thead><tbody><tr><td>Master's/Ph.D. thesis</td><td>[14–20]</td></tr><tr><td>Articles</td><td>[21–31]</td></tr></tbody></table>

In the following paragraphs, the main aspects found in the literature review will be discussed. First, an overall overview of the prerequisites (e.g. team training) needed before implementing the TK is presented, followed by combining TK with other tools/methods. Next, aspects related to continuous improvement, implementation, and the sustainability of improvements are presented. Then, some works that discuss qualitative results will be presented.

Before starting to optimize the production systems using the TK, several studies such as [14, 16, 17, 27] discussed the importance of conducting a training phase. To make the process more interactive, [14] suggest using a gamification method so that training takes place in a simple way and with the involvement of all employees. Generally, the gamification process simulates a production system so that employees are gradually familiarized with aspects of Lean and TK. [16] work went one step further, and the improvement team conducted what was called “dry run training” for four weeks to familiarize them with TK before use. Only after this time did the improvement team begin using TK to improvise the entire production system. It was also evident that in the training phases, trainers should encourage students to think and develop new solutions using the PDCA cycle.

After employees are familiar with the TK approach, most works emphasize that the transformation process should start small at first, using a pilot group containing only a
few participants. Routines must be practiced daily so that once the participants learn the routine, they can become coaches and the process can be expanded. Also important is the process of sharing the improvements that happen over time. As shown by [20], not only does this process develops the awareness of other co-workers who will recognize the benefits of the TK, but managers will also have the opportunity to visualize the results and recognize the efforts of workers.

Regarding combining the TK with other tools/methods, [14–17, 23, 25] discussed using the Value Stream Method (VSM) to better characterize the current state, list the problems, and characterize the states to be reached by the improvement team. [25] argued that continuous improvement is only achieved when the TK is combined with the VSM. This way, the improvement team can clearly define the organization’s vision and the strategy to achieve it. This is in agreement with [4], which says that “trying to implement continuous improvement in an organization without having a clear and defined vision is like driving your car without knowing your destination: you are only wasting gas”.

[21] and [22] jointly used the TK with TRIZ and the Agile methodology, respectively. According to [21], by combining the two concepts, the focus of the TK shifts from minor incremental improvements to continuous innovation. Similarly, [22] combines the TK with the Agile methodology to reduce uncertainties in organizations’ annual goal planning. Thus, the TK allows different work teams to be aligned to achieve the same objective. In addition, short PDCA cycles break the work into small batches, which provide quick feedback, and rework is reduced to small actions.

[28] applied a Project-based Learning theoretical model to teach Process Design through TK patterns in a Computer Numerical Control (CNC) Laboratory by Mechanical Engineering undergraduate students. The students use a systematized routine with small experiments and reflections on the actions performed. [29] combined Failure Mode and Effects Analysis (FMEA) with TK. The proposed method was validated in an electric grill product company. As result, TK changed the way of thinking and it was perceived by the multifunctional team. [26] used the TK to re-design business processes in a manufacturing company. According to the authors, adopting the TK to complex innovation projects can achieve remarkable results and might be an alternative to the implementation of software-related frameworks, like, e.g., SCRUM, particularly in manufacturing companies that already have successfully applied problem-solving routines.

Most authors cited that TK is often seen as synonymous with a continuous improvement routine. [14] state that routines of improving processes are needed to create clear, realistic, and reachable targets. Learning from previous experience for improvement is of great importance in this matter. Similarly, [23] argued that the level of learning and the continuous improvement process drops to zero if the work team does not establish challenging target conditions. Thus, it is necessary for everyone involved to change their way of thinking from the traditional way, in which the more assertive or predictable the steps, the better, to how it is necessary to use the PDCA method and experiments to reach the intended results.

The case study of [24], demonstrated that using the TK to improve industrial processes allowed the team of workers to end up assuming their routines of continuous improvement and finding solutions to reach the target condition. In contrast, [19] argues
that management participation is necessary for the continuous improvement routine to happen efficiently. It is because the goal of the TK is to run small incremental improvement cycles, and managers often expect a significant change overnight. Thus, everyone must participate in the process so that expectations are aligned.

Regarding implementation and sustainability of the TK, [20] identified that companies often pay much attention to the tools instead of the people and how they think. The author also makes it clear that the focus of implementing the TK must be on people. In this sense, the author even says that people who are not aligned with the intended objectives should be disconnected from the organization.

About qualitative data, [15] used the TK in a company to reduce the Work in Progress (WIP) of a specific production process. As a result, the author highlights that it was possible to group processes and form a work cell, thus significantly increasing productivity. [23] used the Improvement Kata approach to analyze and solve a problem in the area of Occupational Safety and Health in a unit of the Social Service of Industries. As a result, the error in filling out documents decreased and there was an improvement in lead time. [24] presents a case study of applying the TK in a wood industry to optimize a work cell. As a result, the authors highlight that the work team developed a new routine of continuous improvement and developed their solutions to reach each established target condition. Thus, they ably reduced the lead time. [17] developed a systematic for implementing Lean Maintenance by associating the five Lean principles with the TK. The systematic was implemented in a thermoplastics company in the area of road signs. As a result, it was possible to implement the main lean tools in the maintenance sector in shorts cycles. [18] used the TK to improve the fuel tank painting process in the motor-cycle manufacturing industry. In this study, the use of the TK met expected expectations with a reduction in paint usage, reduction of failures, and development of a routine of continuous improvement of the employees. [30] applied the TK along with Kaizen events to improve a restaurant's processes. This methodology reduced the main impact of the problem's effects (such as customer complaints, process reworking, extra-cost, and delays, among others).

[19] compared and evaluated three methods (TK, daily Kaizen events, and monthly meetings) to carry out continuous improvement in industries. For this, three sectors of the wood artifact manufacturing industry were selected. As a result, the improvement in teams' performance over time was better when using methods in which monitoring took place more frequently, thus obtaining better performance.

## 4.2 SWOT Analysis

Table 3 highlights the main results found in the studied publications by a SWOT (strengths, weaknesses, opportunities, and threats) analysis of the TK approach. The SWOT analysis is focused on using the Toyota Kata approach in manufacturing systems as a whole and not focused on solving a specific problem. Many factors influence (facilitate or inhibit) the use of this approach, such as the creation of an operational improvement routine, and employee engagement, among others [31]. However, the use of this approach can be elevated by using strengths, opportunities, and potential obstacles. Based on [32], the following classification was adopted for the SWOT dimensions: benefits obtained by use of TK (Strengths); potential benefits that can be achieved by the
<table><caption>**Table 3.** SWOT analysis results.</caption><thead><tr><th>Strengths</th><th>Weakness</th></tr></thead><tbody><tr><td><ul><li>Reduce processing time, WIP, stocks, and the implementation of a one-piece flow system [14, 15]</li><li>Generating innovative solutions, decreasing the effects of psychological inertia, and offering guidance on where reasonable solutions can be found [21]</li><li>TK provides focus and organizational alignment without replanning, teams work in different obstacles aligned to achieve the same goal, and short PDCA cycles divide the work into small batches [22]</li><li>Develop a vision of what is expected [16]</li><li>It's a new routine of continuous improvement and developed solutions to reach each established target condition [24]</li><li>short experiments stimulated improvement as a routine among those involved in the process, as it required the participation and involvement of people to think of innovative solutions and not just apply pre changes [17, 20]</li><li>To learning by experience and by trial and error under guidance is most effective in conveying organizational culture and developing specific patterns of behavior [31]</li><li>Improves processes and communication among collaborators [26]</li></ul></td><td><ul><li>Lack of direction, non-use of the value stream mapping tool, and lack of routine meetings with the work team [25]</li><li>Management often expects a significant change. However, the approach aims to run small incremental improvement cycles [19]</li><li>leaders often think that improvements only happen on the shop floor and do not feel they need to participate in the process actively</li><li>It is hard for everyone involved to set clear target conditions at the beginning of the process [14]</li><li>leaders feel that the benefits of implementing the TK will bring quick and fast results, when in fact, the results take some time to appear [16]</li></ul></td></tr><tr><td><strong>Opportunities</strong><ul><li>A form of learning based on constructivism must be used [20]</li><li>Start small with a pilot group and daily routines. Employees must be encouraged and recognized when using the TK routine. Leaders must participate in the process [20]</li><li>It should be disseminated to all organizational sectors with training on lessons learned to ensure its sustainability [20]</li><li>For complete immersion, gamification can be used to create a type of Lean Game [14]</li><li>can provide benefits in the implementation of lean service for companies [31]</li></ul></td><td><strong>Threats</strong><ul><li>Improvements tend to slow down with more complex challenges [14]</li><li>Accompanied by an increase in the daily workload and stress [16]</li></ul></td></tr></tbody></table>
use of TK (Opportunities); difficulties and/or barriers in the use of TK (Weaknesses); potential failures/problems caused by the use of TK (Threats). The benefits perceived in the strengths section, in general, are already known and studied in articles in the literature. In the opportunities dimension, future research can focus on analyzing the potential advantages obtained in some areas, such as the implementation of Lean Game/Service. Moreover, in the weaknesses and threats dimensions, barriers, difficulties, and problems encountered in TK. These dimensions open a range of possibilities for future research.

## 5 Conceptual Model

From the SBR and SWOT analysis, it was possible to develop a first conceptual model that connect manufacturing problems with the best combination between the TK approach and others management approaches. This conceptual model aims to help companies that want to improve its processes using the TK approach. Figure 2 briefly presents the training phase, TK patterns, the combination of the TK approach with other tools and the expected results on the manufacturing environment.

<figure><img src="image_4.png" /><figcaption>Fig. 2. Conceptual model for implementing the TK approach. Source: Authors</figcaption></figure>

## 6 Conclusion

This paper aimed to perform a literature review and a SWOT analysis about the use of the TK to better understand how these concepts are used in practice by organizations other than Toyota. Following the Systematic Search Flow (SSF) method, it was possible to understand better how the TK is used in the manufacturing environment. From the analysis of the studies, it is evident that the TK can be used to improve the efficiency of production systems. However, to get there, some steps must be taken. It must be clear to managers that improvements will not happen overnight. It takes time for those involved to learn and understand the concepts of the Toyota Kata approach. Once the approach becomes part of the employees' routine and personal daily lives, the process will become natural.

The SWOT analysis demonstrated the strengths that allow the achievements of the benefits provided by the implementation of the TK. The main aspects are processes
improvements, development of innovative solutions, focus and alignment, new routines to solve problems, using short experiments, and improvement of communication among workers. In contrast, the weakness and threats can be a challenge for industries, especially for those who expect quick results. The conceptual model presented can be used by companies that want to start using the TK approach combined with other methodologies to improve its processes.

With this study, it was possible to identify that the TK can and should be used by organizations that aim to develop a new mentality of problem-solving by workers to continuously improve its processes. However, the authors recognize that this study has some limitations, such as: (i) the keyword employed for the literature search phase may have left the research spectrum too open, especially in the exploratory research using google scholar, which brought up numerous pages of results, (ii) some works that only presented conceptual models were left out, but they may also contribute to the understanding of the subject, (iv) few studies presented discussions about western companies, and (v) content analysis may generate interpretation bias.

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