The Puerto Rico manufacturers association is offering an all-day seminar on May 1. The seminar is the first time this information has been made available to the public in Puerto Rico. Instead of traditional results-based management, Toyota Kata focuses on the means that will lead to results.
The Puerto Rico manufacturers association is offering an all-day seminar on May 1. The seminar is the first time this information has been made available to the public in Puerto Rico. Instead of traditional results-based management, Toyota Kata focuses on the means that will lead to results.
The Puerto Rico manufacturers association is offering an all-day seminar on May 1. The seminar is the first time this information has been made available to the public in Puerto Rico. Instead of traditional results-based management, Toyota Kata focuses on the means that will lead to results.
HR/MANAGEMENT 36 CARIBBEAN BUSINESS THURSDAY, APRI L 3 , 2014
The latest trend in management styles: Toyota Kata
PRMA hosting seminar on 'managing by means' BY XAVIRA NEGGERS CRESCIONI xavira@caribbeanbusiness.pr L ocal business people will have a chance to tap into Toyota Kata, the latest trend in manage- ment styles, during an all-day seminar the Puer- to Rico Manufacturers Association is offering May 1 at the trade group's head- quarters at Guaynabo's Interna- tional Marketing Center. Merck, Shell and BMW are among the companies using this "routine for continuous improvement" since Mike Rother developed this man- agement system in 2009. Rother developed Toyota Kata, or prac- tice, based on his in-depth study of Toyota's corporate culture and what enabled Toyota to react quickly and competitively in an ever-changing marketplace. During the past four years, Toyota Kata has taken root in Africa, Swe- den, Iceland, Cambodia, the United Kingdom, Chi- na, Singapore and the U.S., among other places. Trevor Hopster, Toyota Kata master coach and consultant for W-3 Group, and Yolanda LaSalle, founder of LaSalle Group, will lead the train- ing session in Toyota Kata techniques, which costs $795 per person and is the first time this information has been made available to the public in Puerto Rico. "Clients are learning things that will help them once we get out of their site," said LaSalle, who founded her management consulting company in 2009 after 25 years in the pharmaceutical in- dustry. "This will leave a legacy of people who will be able to take Puerto Rico to the next level." While often used in manufacturing, Toyota Kata can be applied to any job or company, LaSalle said. Instead of traditional results-based management, Toyota Kata focuses on the means that will lead to results, and then, once that result is achieved, striv- ing toward the company's next goal (target condition), et al. This allows companies to attain seemingly impos- sible goals by focusing on the how of each small, incremental improvement on a continuous basis. "The problem with results-based management is that once you reach the result, you tend to sit back and rest on your laurels. The problem is that nothing stays the same. It's either getting better or getting worse," explained Jeff Cain, partner of W-3 Group. Toyota Kata also differs from traditional man- agement in that managers don't just give workers a goal to reach, but rather ask and review how each employee is contributing to the company's overall immediate goal, such as making 100 more vials of antibiotic per shift without hiring new workers. This is referred to as coaching kata. Coaching kata questions that can be emphasized or repeated for a routine of continued improvement are: 1. What is the challenge? 2. What is your target condition? 3. What is the actual condition now? 4. What do you think the obstacles are that prevent you from achieving your target condition? 5. Which "one" obstacle are you addressing now? 6. What step did you take to address this obstacle? 7. When can we see what you have leamed from that step? This continued application of simple methods has led to tremendous results at companies. For example, after six months applying Toyota Kata at Merck's manufacturing plant in Elkton, Md., the plant reduced downtime on each production shift from 2 hours and 42 minutes to 1 minute 40 seconds; reduced assembly-line alarms from 1 in 1,000 vials to one in 50,000 vials; and in- creased output from 75,000 vials to 95,000 vials per shift. 85 Broads: Connecting^ inspiring women in Puerto Rico Networking organization of professional women works for global economic empowerment BY HCTOR MONCLOVA VZQUEZ hectorm @ caribbeanbusiness.pr I t has about 32,000 members from a large diver- sity of industries in more than 130 countries. The women who are its members are making a global network of professionals who are inclined toward excellence and fight for a better world. In November, a chapter of the organization opened in Puerto Rico. "In January, a chapter started in Mexico, and next month one will open in Abu Dhabi [United Arab Emirates]," said Karys Rodrguez, a financial analyst at Banco Popular and co-president of the local chapter. The other co-president is industrial engineer Bonnie Bandas, vice president of Popu- lar's Corporate Group, Both of them brought 85 Broads to Puerto Rico, which is perhaps the most important networking organization for profes- sional women in the world, and its mission is to achieve economic empowerment globally, Rodriguez heard about 85 Broads when she was a student of economics and political sciences at University of Chicago. "My mentor there worked at Goldman Sachs [(GS) which was involved with the creation of the organization] and was part of its board in Chicago, When I was working there, I joined the organization," she said. The name "85 Broads" was generally linked with GS, with the number "85" and "Broads" derived from the financial firm's address at 85 Broad St. in New York. The organization, a precursor of social networks, was created in 1997 by Jane Han- son, a top executive in GS, who after giving birth, felt distant from the business world she knew and lovedso much so that she felt "disjointed" by it, promising to "start a network that would prevent this from ever happening again, to me or any other women." The organization was started at GS and included retired and veteran women, who originally used the group to reach younger women for mentor- ships, a key aspect that is still part of the organiza- tion's raison d'tre. "After that, 85 Broads spread across different companies and industriesnot only in the finan- cial sector. Now we have students, midlevel career women, and C-level and entrepreneurial women," stated Rodriguez, who after returning to Puerto Rico searched for a similar effort, but found almost nothing. "I looked for a group like that at [Banco] Popu- lar, or for a cross-industry group, and there were some groups, but all within their line of business. From that moment [between Rodriguez and Ban- das], the idea was bom to bring this cross-industry, cross-generational and global organization of more than 30,000 women to Puerto Rico. Among its mission are the objectives of educating women and providing them with the skills they need to succeed in the workplace. Another objective is to educate women, on a broader public scale, about gender-related issues inside and outside business," Rodriguez explained. Aside from the co-presidents, 10 addition- al women comprise the organization's board. They are Giselle Bonet, Betina Castellvi, Mara Gonzlez, Maria Elena de la Cmz, Anne Marie McCurdy, Elba Luis Lugo, Sheila Gmez, Mariel Lama, Shirley Sanabria, Rosa Hemndez, Maria Awilda Quintana, Doreen Castaer and Wesley Cullen.