Oscar Roche believes the long term success of any business lies in the development of people capability. It is this belief, combined with extensive
operations management experience, that permits him to add value to any organization he works with. Oscar is is the Director of Training Within Industry Institute in Australia and my guest in tomorrows podcast.
One of my favorite questions at the end of the podcast, is what did I miss? I asked that of Oscar and was not disappointed with his answer.
Joe: Is there something maybe you’d like to add that I didn’t ask you?
Oscar: We’ve got to be careful, we’ve got to be careful that we don’t make the same mistakes with Kata and TWI and those other things that are around and just then become a brand if you like and a tool, and understand that what they are — and one of the things I’ve spoken to Mike Rother in emails is one of the things I remember him saying to me was that Toyota Kata is not a methodology. It’s a pattern of thinking; it’s a way of thinking. One of the fears I have and what I’m seeing now in the development of Kata is it’s being marketed and sold as a methodology and one of my understandings from Mike a couple of years ago was that it was not his intent. His intent is to get people to the point where it’s a habitual way of thinking through whenever you have a problem. What’s my target condition? Where am I now? What’s in my way? What have I got to do to remove it? PDCA.
JI and JR are the same. We have these pocket cards for JR. I’m not expecting someone who’s very practiced in JR to be picking up a pocket card every five minutes. What I want them to do is become very practiced in the habit so that they daily they are practicing those four foundations without even realizing they’re doing it. And then when JR needs to be applied, innately they think, “Oh hang on, what’s my objective here? What do I know about this? What are the facts? What are my options? I could do this, this or this. Yes, that doesn’t contradict company practices and policies. Okay, now I’m going to go out and do it.”
So we’re not expecting through any of these that people have pocket cards and tools for the rest of their life. What we’re expecting in these fundamentals become innate, and I think we’ve got to be careful we don’t lose sight of that and we don’t brand these things and they join the list of all the other Lean tools that are out there.
So which is it, a way of thinking or a methodology?
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