Toyota Kata for continuous improvement; an action research project in the construction industry

Abstract

Purpose The purpose of this study is to investigate how Toyota Kata can be effectively applied in the engineer-to-order (ETO) manufacturing within the construction industry. The objective is to identify the critical success factors (CSFs) for the Toyota Kata implementation in this environment and to develop a continuous improvement (CI) method – based on Toyota Kata and adapted to the ETO manufacturing within the construction industry. Design/methodology/approach An action research (AR) approach was applied, which includes a participatory form of inquiry and learning from both intended and unintended outcomes, while simultaneously building up scientific knowledge about successful implementation of Toyota Kata. Findings All the CSFs in the AR project are addressed by the earlier literature, thus confirming the existing body of knowledge. Moreover, the existing knowledge was arguably extended through the modified Toyota Kata as an approach for CI. New elements regarding how to run the small experiments by extending the core team with personnel who work with the problem on a daily basis. Originality/value This research addresses a gap identified in the literature regarding how Toyota Kata can be adapted to the ETO manufacturing within the construction industry. It also presents an overview of CSFs for the Toyota Kata implementation in this environment.

Guest editorial: Lean and learning in the age of digitalization

“…Importance of adopting a learning perspective when embarking on a digital lean transformation Recent research on lean implementation has uncovered an important connection between lean success and the adoption of lean as a learning system (Powell and Reke, 2019;Powell and Coughlan, 2020;Saabye et al, 2023). This perspective has been emphasized in several works in this special issue, including Hekneby and Powell (2023) and Lodgaard et al (2023). As such, we encourage current and future lean scholars to explore digital lean transformation through the lens of action learning.…”

“…Drawing on insights from a longitudinal single-case study of a Norwegian multinational firm, the authors uncover the importance of considering these three cumulative learning perspectives when designing and implementing XPS to drive the improvement of a firm’s financial performance. Likewise, Lodgaard et al (2023) present the results of an action research project in the construction industry, in which the Toyota Kata framework was adopted as an enabler for developing a learning-to-learn capability in organizations. The study reveals that transitioning from a reactive, firefighting culture to a proactive, scientific problem-solving culture takes time and requires certain structures that enable problem identification and resolution.…”