Toyota Kata
https://gyazo.com/cedaabea6ced7019099b61b3b2dab5d8
Toyota's Kata: The Routines of Thought and Action that Underpin Amazing Performance
The originator of the so-called "kanban". Remove redundancy from preventing failures, and identify areas for improvement by letting them fail more often In "kanban work methods," the concept of "visualization of tasks" is easy to grasp, but in "Toyota Kata," the nuance is much different.
The goal of kanban is to eliminate kanban."
"It is undesirable to establish buffers or flexibilities for the purpose of achieving a target production number, which does not solve the problem or improve the process."
A means to be able to discover problems that need to be improved #Problem Discovery cycle time
leveling
To put it crudely, we are cutting down more and more on margins, inventory buffer, freedom of equipment selection, etc. Set up a masochistic setting that is so close to the edge that if something goes wrong, the line stops immediately.
Improvements observed daily in that state.
Be able to notice strange things right away.
p.150
If the objective is "to achieve the target production volume," a system that avoids problems may seem preferable, but if the objective is "Continue to improve and survive," a system with a high degree of freedom is not acceptable because it makes it difficult to know the cause of problems. A system with a high degree of freedom does not inherently improve the problem. I doubt that it can be applied to software development backlogs, since no two backlogs are the same, although cars can be made in any number of the same shape.
The "kanban work method" commonly practiced today is not a pull system or leveling, but "work visualization.
Better to be visible than invisible.
It's a common "phenomenon where only the easy part of a difficult concept gets popularized."
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