Kata Thinking management model as a tool to enhance continuous improvement capabilities in maintenance operations

Hernán Andrés Amaya González; Yeisson Alexis Rincón Cuta; Jennifer Astrid Duarte Alarcón

doi:10.16925/

Kata Thinking management model as a tool to enhance continuous improvement capabilities in maintenance operations

Research Articles

https://doi.org/10.16925/

Hernán Andrés Amaya González Ver Biografía

Escuela de posgrados FAC

Yeisson Alexis Rincón Cuta Ver Biografía

Escuela de posgrados FAC

Jennifer Astrid Duarte Alarcón Ver Biografía

Escuela de posgrados FAC

Introduction: This article is the result of a research project conducted by the Colombian Aerospace Force (FAC) during 2022 and 2023 as part of its ongoing pursuit of cutting-edge knowledge management. The study focuses on improving its management model, contributing to the continuous enhancement of maintenance in the aeronautical sector.

Problem: Lessons Learned, as a tool for preventing unwanted events, has been widely discussed due to the high recurrence of such events. This recurrence indicates that Lessons Learned are not being effectively utilized.

Objective: This document establishes a baseline aimed at strengthening organizational performance by integrating Toyota Kata principles into the Lessons Learned methodology.

Methodology: The integration of the Kata model with the Lessons Learned methodology was conducted by identifying common elements. This integration was then implemented using the Improvement Kata and the Coaching Kata.

Results: The study found that the Lessons Learned process consists of three stages that align with the stages of the Kata model. Additionally, a pattern of recurring Lessons Learned was identified in three key areas. Based on these findings, an application guide for the Kata-Lessons Learned model was developed to address these recurrences.

Conclusion: The proposed baseline enables the effective application of the Kata model within the Lessons Learned methodology. The future adoption of this integrated model will contribute to the continuous improvement of the industry.

Originality: This research provides practical guidance on incorporating a modern management model into the maintenance sector.

Limitations: The Kata-Lessons Learned model must be tested in operational settings to validate its effectiveness.

Keywords: Coaching Kata, Improvement Kata, Lessons Learned, FAC , Toyota Kata , Maintenance

[1] M. Rother, Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results. McGraw-Hill, 2010, pp. 11-70.

[2] M. Rother, The Toyota Kata Practice Guide. McGraw-Hill, 2018, p. 21.

[3] S. Landry, Bringing Scientific Thinking to Life: An Introduction to Toyota Kata for Next-Generation Business Leaders. JFD, 2022, p. 1.

[4] R. L. Wampler, J. L. Dyer, S. C. Livingston, P. N. Blackenbeckler, J. H. Centric, and M. D. Dlubac, “Training Lessons Learned and Confirmed From Military Training Research,” 2006, p. 1.

[5] T. H. Roe, L. Hollars, C. Marinan, J. Solon, and E. Eck, Establishing a Lessons Learned Program. US Army Combined Arms Center, 2022, p. 51.

[6] F. J. Brandl, K. S. Ridolfi, and G. Reinhart, “Can we Adopt the Toyota Kata for the (Re-)Design of Business Processes in the Complex Environment of a Manufacturing Company?” in 53rd CIRP Conference on Manufacturing Systems, Elsevier, 2020, p. 1.

[7] T. Toivonen, “Continuous innovation - combining Toyota Kata and TRIZ for sustained innovation,” in World Conference: TRIZ FUTURE, TF 2011-2014, Elsevier, 2015, pp. 1-5, https://doi.org/10.1016/j.proeng.2015.12.408.

[8] J. Reverol, “Creating an Adaptable Workforce: Using the Coaching Kata for Enhanced Environmental Performance,” Environmental Quality Management, vol. 22, no. 2, 2012, p. 3, https://doi.org/10.1002/tqem.21324.

[9] M. Everton, F. A. Forcellini, and A. E. Cabrera Fumagali, “Opportunities and barriers in the use of Toyota Kata: a bibliographic analysis,” GEPROS: Gestão da Produção Operações e Sistemas, vol. 14, no. 5, 2019, p. 1, https://doi.org/10.15675/gepros.v14i5.2559.

[10] W. H. Knol, J. Slomp, R. L. J. Schouteten, and K. Lauche, “The relative importance of improvement routines for implementing lean practices,” International Journal of Operations & Production Management, vol. 39, no. 2, 2019, p. 1, https://doi10.1108/IJOPM-01-2018-0010.

[11] M. S. De Oliviera, J. A. Lozano, J. R. Barbosa, and F. A. Forcellini, “The Toyota Kata Approach for Lean Product Development,” in Transdisciplinary Engineering Methods for Social Innovation of Industry 4.0, IOS Press, 2018, p. 1, https://doi:10.1007/978-3-030-85902-2_35.

[12] C. Soltero and B. Patrice, The 7 Kata: Toyota Kata, TWI, and Lean Training, 1st ed. Boca Raton: Taylor and Francis, 2012, p. 7.

[13] N. Milton, The Lessons Learned Handbook: Practical Approaches to Learning from Experience. Chandos Publishing, 2010, p. 1, ISBN: 978-1-84334-587-9.

[14] T. Williams, Post-Project Reviews to Gain Effective Lessons Learned. Project Management Institute, 2007, p. 1, ISBN: 9781628251258.

[15] P. Carrillo, H. Robinson, A. Al-Ghassani, and C. Anumba, “Knowledge Management in UK Construction: Strategies, Resources and Barriers,” Project Management, vol. 35, no. 1, 2004, ISBN: 9780470759523, p. 1.

[16] A. Keegan and R. Turner, “Quantity versus Quality in Project-based Learning Practices,” Management Learning, vol. 32, no. 1, 2001, p. 5, https://doi.org/10.1177/1350507601321006.

[17] G. Pan and D. Flynn, “Gaining Knowledge from Post-Mortem Analysis to Eliminate Electronic Commerce Project Abandonment,” in E-Commerce and Cultural Values, 2003, p. 4, https://doi.org/10.4018/978-1-59140-056-1.ch005.

[18] A. Styhre, P.-E. Josephson, and I. Knauseder, “Learning capabilities in organizational networks: case studies of six construction projects,” Construction Management and Economics, vol. 22, no. 9, 2004, p. 4, https://doi.org/10.1080/0144619042000241417.

[19] I. Belekoukias, J. A. Garza-Reyes, and V. Kumar, “The impact of lean methods and tools on the operational performance of manufacturing organisations,” Int J Prod Res, vol. 52, no. 18, pp. 5346–5366, Sep. 2014, https://doi.org/10.1080/00207543.2014.903348.

[20] S. J. Pavnaskar, J. K. Gershenson, and A. B. Jambekar, “Classification scheme for lean manufacturing tools,” Int J Prod Res, vol. 41, no. 13, pp. 3075–3090, Jan. 2003, p. 1, https://doi.org/10.1080/0020754021000049817.

[21] E. Lander and J. K. Liker, “The Toyota Production System and art: making highly customized and creative products the Toyota way,” Int J Prod Res, vol. 45, no. 16, pp. 3681–3698, Aug. 2007, p. 1, https://doi.org/10.1080/00207540701223519.

[22] F. A. Colombiana, Manual de gestión de la doctrina y las lecciones aprendidas MAGDO, Bogotá, 2018, pp. 41-59.

[23] C. Soltero and B. Patrice, The 7 Kata: Toyota Kata, TWI, and Lean Training, 1st ed. Boca Ratón: Taylor and Francis, 2012, pp. 49-69.

[24] F. A. Colombiana, Manual de gestión de la doctrina y las lecciones aprendidas MAGDO, Bogotá, 2018, p. 40.

[25] Fuerza Aérea Colombiana, “Estrategia para el desarrollo Aéreo y espacial de la Fuerza Aérea Colombiana (EDAES),” Bogotá, 2020, p. 74.

[26] Ministerio de Defensa Nacional, “Guía metodológica de planeación por capacidades,” Bogotá, 2018, p. 10.

[27] Fuerza Aérea Colombiana, Manual de Mantenimiento Aeronáutico (MAMAE), 4th ed. Bogotá: Fuerza Aeroespacial Colombiana, pp. 120-181, 2016.

[28] Ministerio de Defensa Nacional, “Guía metodológica para el desarrollo de las TOE de las FFMM y unidades de referencia de la Policía Nacional,” Bogotá, p. 10, 2018.

[29] H. A. Amaya Gonzalez, Y. A. Rincon Cuta, and J. A. Duarte Alarcón, “Planteamiento del modelo de gestión basado en Kata thinking para potenciar las capacidades de mejora continua de los procesos logísticos del CODAF,” Bogotá, 2023, pp. 48-55.

[30] N. M. Lenis-Freire, “Propuesta de mejora al proceso de facturación en una empresa de servicios bajo la implementación de la herramienta A3,” Revista Ingeniería Solidaria, vol. 19, no. 2, pp. 1-22, 2023, https://doi.org/10.16925/2357-6014.2023.02.02.

[1]

H. A. Amaya González, Y. A. Rincón Cuta, and J. A. Duarte Alarcón, “Kata Thinking management model as a tool to enhance continuous improvement capabilities in maintenance operations”, ing. Solidar, vol. 20, no. 2, pp. 1–29, May 2024, doi: 10.16925/.

Download Citation

This work is licensed under a Creative Commons Attribution 4.0 International License.

Cession of rights and ethical commitment

As the author of the article, I declare that is an original unpublished work exclusively created by me, that it has not been submitted for simultaneous evaluation by another publication and that there is no impediment of any kind for concession of the rights provided for in this contract.

In this sense, I am committed to await the result of the evaluation by the journal Ingeniería Solidaría before considering its submission to another medium; in case the response by that publication is positive, additionally, I am committed to respond for any action involving claims, plagiarism or any other kind of claim that could be made by third parties.

At the same time, as the author or co-author, I declare that I am completely in agreement with the conditions presented in this work and that I cede all patrimonial rights, in other words, regarding reproduction, public communication, distribution, dissemination, transformation, making it available and all forms of exploitation of the work using any medium or procedure, during the term of the legal protection of the work and in every country in the world, to the Universidad Cooperativa de Colombia Press.

Issue

Vol. 20 No. 2 (2024)

Published

2024-05-07

Downloads

PDF

How to Cite

[1]

Download Citation

Metrics

File downloads

https://plu.mx/plum/a/?doi=10.16925/