On-going analysis of the success and failure factors of each clients implementation effort has lead W3 to recognize a critical set of principles that greatly enhance the likelihood of success. They are:
- System Drivers – all current behaviors and activities are driven by an underlying
system that delivers a certain level of performance. To improve performance you must change the fundamental underlying system.
- Hands-on Learning – Beyond achieving one-time results, our objective is to train an
organization to continue on the lean journey of continuous improvement. We achieve this by lasting skill development in all employees through hands-on learning-by-doing and high levels of participation.
- Natural Workgroups – One often-quoted secret of Toyota’s success is their small
workgroup structure. W3 applies the essential principles of team work, effective leadership, and accountability to achieve a genuine transformation in the way groups perform – accepting increasing levels of responsibility for their work.
- Full Engagement – A lasting lean transformation is possible only when all levels of the
organization are aligned and engaged with the change; from hourly workers, to managers, to executive leaders. If any level is missed, the implementation will suffer.
- Visibility – Huge gains in performance are possible by simply making critical
information highly visible to the right people. Visual Factory and Visual Control are evident in all phases of our work.
Through years of experience with deploying continuous improvement in organizations worldwide, the W3 Group has created a systematic approach to ensure a company’s success in creating a culture of learning and continuous improvement. The framework is illustrated below in what we call the Kata connection. The W3 Group has evolved to the Kata Connection through decades of implementation and
a business philosophy of continuous improvement for our clients, our associates and our
collaborators. We believe that it is critical to install and apply each component of the Kata
connection in order to have a sustaining organization of continuous improvement.