Toyota moves toward a vision by working with something I call “target conditions.” Across the organization Toyota people learn to set and work toward successive target conditions in the direction of whatever vision is being pursued (Figure 3-7). This condition typically represents a step closer to the vision and a challenge that goes somewhat beyond current capability. You can think of a target condition like a much shorter-term desired state that is more clearly defined than the distant vision. Like the vision, an interim target condition is also not a financial or accounting target, but a description of a condition.
- Chapter 3 Philosophy and Direction
- from Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
- Publisher: McGraw-Hill
- Released: September 2009
this is exactly the same idea as personal planning I saw in "CEO do futuro". First, we try to know our long0term vision. Then, we try to describe our short-term actions to achieve the long-term vision. Laster, we can ask something like: "Where I need to be in mid-term that I considear I'm in the right path?"
Share this highlighthttp://www.safaribooksonline.com/a/toyota-kata-managing/10894659/