THE IMPORTANCE OF TOYOTA KATA IN ORGANIZATIONAL DEVELOPMENT AND SUSTAINABLE IMPROVEMENT

Jawad A. EL Masri and Andrea Matkó
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Jawad A. EL Masri: University of Debrecen, Faculty of Engineering, Department of Management and Enterprise
Andrea Matkó: University of Debrecen, Faculty of Engineering, Department of Management and Enterprise

Network Intelligence Studies, 2022, issue 19, 35-51

Abstract: Almost all organizations aim to enhance and develop their organizational culture and sustain continuous improvement as an essential factor in organizational growth. However, many organizations have tried to embed continuous improvement and innovation in their cultures and emulate certain practices proven successful in specific industries and organizations, without even doubting that such routines might not match their organizational culture and their operations for many reasons. Therefore, the effect of such efforts was hard to sustain as they failed to preserve the flow of continuous improvement through the culture and mindset of its people. Hence, organizations were disappointed and didn’t even get close to their aspired improvement because they were merely applying improvement tools without creating the underlying necessary culture to be ready to effectively utilize such tools; tools were imposed systematically and without causing any change on the deepest cultural, psychological, and mindset level of employees. Unfortunately, organizations eventually blame the approach itself and try to find another method. This article aims to investigate the methodology and practice of Toyota Kata and its effect on the continuous development of organizations.

Keywords: Toyota Kata; Continuous Improvement; Lean Management; Organizational Behaviour; Decision Making (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:cmj:networ:y:2022:i:19:p:35-51

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