The Coaching Kata Chain of Coaching

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By Gerd Aulinger and Mike Rother with Mark Rosenthal

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What it Looks Like When it's in Place

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The Question Addressed by this SlideShare

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The Improvement Kata / Coaching Kata Pattern

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This is the pattern – the method of working – that repeats up-and-down the organization

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VIDEO OVERVIEW Practicing the Improvement Kata

(3 minutes – on the next page)

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A Simplified Example: Gearbox Manufacturing

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Meet the 5 Main Players in the Gearbox Value Stream Example

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Each Level Follows the Same Pattern

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But the content differs from level to level

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These are the Kata Practice Roles The Coach-Learner pairing repeats across each level

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Each Learner Has a Storyboard that looks like this

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The Improvement Kata / Coaching Kata Process Has Two Phases

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' PLANNING. Consensus on direction and specific focal points is developed. Goals and coaching topics are derived mathematically and in detail "top down" from the future-state value stream map.

Let's Go Through the Two Phases

EXECUTING. Once target conditions have been developed: Frequent PDCA cycles, coaching cycles and upward communication of current condition and lessons-learned begin. N"

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Phase I: PLANNING Consensus on Direction is Developed

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Strategic Direction

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One level down Nancy analyzes and maps the current state of the gearbox value stream. Then, based on the strategic direction, she designs a future state for the value stream (her Target Condition).

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The value stream Coach (Nancy) & her Learners in Shipping, Assembly, Subassy & Gear Machining (Steve) agree on the value stream goals.

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Nancy and Steve agree on a value stream goal of 15 Days Lead Time and a gear-machining loop goal of 3 Days of Gear Inventory

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The Role of Value Stream Mapping in defining the challenge or direction

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Steve now has to grasp the current condition in his Value Stream loop. Here: at the gear broaching process

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After analyzing his VS loop's current condition, Learner Steve (guided procedurally by his coach Nancy) develops his loop's next target condition mathematically step-by-step

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=*M(.1F*=*Z24#"64&3K2*>"%*)(2*YP28%3"WY*J8K52*4)%28F*

@"*32'&60*B2*622:*)"*76"B*("B*F86$*#%":5;)*)$#24*B2*#K86*)"*(8J20*86:*B(&;(*8%2*(&'(=J"K5F2*F":2K4*86:*B(&;(*8%2*4#2;&8K49*

cb'!F;#&'ab'!F;#&'

After analyzing the process's current condition, Learner Steve (guided procedurally by his coach Nancy) develops its next target condition mathematically step-by-step

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!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'*

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J8%&2)$9*

db]Jbbb';1&2:*' d]dJ]bb';1&2:*'

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db'C#1'N)(..#4'0F1)#'!-:#'N12+'

Developing the target condition, three themes pop up: cycle time 10 seconds, unplanned downtime 15% & changeover time 14 minutes

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db'C#1'N)(..#4'0F1)#'!-:#'N12+'

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deg'K.;)(..#4'4*/.A:#'Xg['

db'C#1'N)(..#4'0F1)#'!-:#'N12+'

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'*

dc'Z-.'0"(.5#*<#$'A:#'

Nancy adds these themes, or necessary process improvements, as "kaizen bursts" on her future-state value stream map.

deg'K.;)(..#4'4*/.A:#'Xg['

db'C#1'N)(..#4'0F1)#'!-:#'N12+'

L>(:;)#',$*:'B'%&7876$,"$@''J';(5#'Th'

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0"#$#"&D876$%,$,.'$C>EPK@@$B'4'3%

W*5#$**Z24#"64&3K2*

>"%*)(2*#%";244*YP28%*D%"8;(&6'C*

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YP28%*D%"8;(Y'U;#$(+*$*

=*W*5#$*=**Z24#"64&3K2*>"%*)(2*#%";244*

YP28%*D%"8;(&6'C*

=*C+#<#*=*Z24#"64&3K2*>"%*)(2*J8K52*4)%28F*K""#*YP28%*Q8;(&6&6'C*

=*M(.1F*=*Z24#"64&3K2*>"%*)(2*YP28%3"WY*J8K52*4)%28F*

At the Gear Broaching process, Steve decides to begin by having his Learner Roger work on the changeover time. At this point the procedure repeats, one level down.

dc'Z-.'!($5#+'A:#',*$'1"(.5#*<#$'

db'C#1'

K.;)(..#4'4*/.A:#'Xg['

N)(..#4'0F1)#'!-:#'N12+'

33 21"3"%

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!86*$"5*#%"#"42*)"*F2*("B*)(2*;(86'2"J2%*#%";24424*B"5K:*(8J2*)"*>56;I"6*)"*8;(&2J2*)(8)g*

W*5#$%&'C+#;&'

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YP28%*D%"8;(Y'U;#$(+*$*

=*W*5#$*=**Z24#"64&3K2*>"%*)(2*#%";244*

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dc'Z-.'!($5#+'A:#',*$'1"(.5#*<#$'

db'C#1'

K.;)(..#4'4*/.A:#'Xg['

N)(..#4'0F1)#'!-:#'N12+'

@"*:"*)(8)*X%4)*H*622:*)"*868K$c2*)(2*;5%%26)*;"6:&I"6*">*)(2*

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#%";244*)8%'2)*;"6:&I"6*)"*8'%22*"6*86:*4)%&J2*>"%9**

21"3"%

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!86*$"5*#%"#"42*)"*F2*("B*)(2*;(86'2"J2%*#%";24424*B"5K:*(8J2*)"*>56;I"6*)"*8;(&2J2*)(8)g*

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=*M(.1F*=*Z24#"64&3K2*>"%*)(2*YP28%3"WY*J8K52*4)%28F*

dc'Z-.'!($5#+'A:#',*$'1"(.5#*<#$'

db'C#1'

K.;)(..#4'4*/.A:#'Xg['

N)(..#4'0F1)#'!-:#'N12+'

@"*:"*)(8)*X%4)*H*622:*)"*868K$c2*)(2*;5%%26)*;"6:&I"6*">*)(2*

;(86'2"J2%*#%";2449*HoKK*F872*8*:2)8&K2:*#%";244=4)2#*868K$4&4*86:*8n2%B8%:4*:2X62*8*.l=F&65)2*

#%";244*)8%'2)*;"6:&I"6*)"*8'%22*"6*86:*4)%&J2*>"%9**

21"3"%

!86*$"5*#%"#"42*)"*F2*("B*)(2*;(86'2"J2%*#%";24424*B"5K:*(8J2*)"*>56;I"6*)"*8;(&2J2*)(8)g*

Notice that Steve's initial assignment to Roger is vague, so he can see how Roger is thinking. Based on Roger's response Steve will adjust his coaching accordingly.

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'*

=*W*5#$*=**Z24#"64&3K2*>"%*)(2*#%";244*

YP28%*D%"8;(&6'C*

=*C+#<#*=*Z24#"64&3K2*>"%*)(2*J8K52*4)%28F*K""#*YP28%*Q8;(&6&6'C*

p&*Z"'2%0*;86*$"5*4("B*F2*B(8)*$"5*K28%62:*

>%"F*$"5%*868K$4&4*">*)(2*;(86'2"J2%*#%";244g*

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'* 37

4-+"$%

@(2*;5%%26)*;(86'2"J2%*#%";244*;"64&4)4*">*q*4)2#4*B(&;(*)872*

q,*F&65)249*

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YP28%*D%"8;(&6'C*

=*C+#<#*=*Z24#"64&3K2*>"%*)(2*J8K52*4)%28F*K""#*YP28%*Q8;(&6&6'C*

p&*Z"'2%0*;86*$"5*4("B*F2*B(8)*$"5*K28%62:*

>%"F*$"5%*868K$4&4*">*)(2*;(86'2"J2%*#%";244g*

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'* 38

4-+"$%

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;"6:&I"6*">*:24&%2:*4)2#4*86:*IF249*

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=*C+#<#*=*Z24#"64&3K2*>"%*)(2*J8K52*4)%28F*K""#*YP28%*Q8;(&6&6'C*

Now Roger describes his next target condition

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'*

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#5%45&6'*)(&4*'"8K9*

dc'Z-.'!($5#+'A:#',*$'1"(.5#*<#$'

db'C#1'

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N)(..#4'0F1)#'!-:#'N12+'

39 21"3"%YP28%*D%"8;(Y'U;#$(+*$*

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=*M(.1F*=*Z24#"64&3K2*>"%*)(2*YP28%3"WY*J8K52*4)%28F*

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'* 40

E#H.#'W*)#&'6F'!"#:#*

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=*M(.1F*=*Z24#"64&3K2*>"%*)(2*YP28%3"WY*J8K52*4)%28F*

Steve May 10th

Pc/t Broaching 10 Sec. T.B.D. Steve Nancy

Downtime Broach 15% T.B.D. Steve Nancy

Changeover Max 14 Min Roger Steve Nancy June 10th

T.B.D.

H*%2;"%:*)(2*&F#%"J2F26)*)(2F240*F2845%283K2*'"8K40*

8;(&2J2=3$*:8)24*86:*%24#"64&3&K&I24*&6*8*@(2F2LZ"K24*F8)%&W*

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H*%2;"%:*)(2*&F#%"J2F26)*)(2F240*F2845%283K2*'"8K40*

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=*C+#<#*=*Z24#"64&3K2*>"%*)(2*J8K52*4)%28F*K""#*YP28%*Q8;(&6&6'C*

=*M(.1F*=*Z24#"64&3K2*>"%*)(2*YP28%3"WY*J8K52*4)%28F*

Steve May 10th

Pc/t Broaching 10 Sec. T.B.D. Steve Nancy

Downtime Broach 15% T.B.D. Steve Nancy

Changeover Max 14 Min Roger Steve Nancy June 10th

T.B.D.

j&)(*)(&4*"J2%J&2B*B2*;86*;""%:&68)2*)(2*&F#%"J2F26)*8;IJ&I24*8K"6'*F$*26I%2*

P28%3"W*J8K52*4)%28F0*;"%%24#"6:&6'*)"*)(2*'"8K*">*.^=:8$*K28:*IF29*

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'* 43

L&+(6)-&"'+"#'C1"#47)#',*$'0*(1"-.5'0F1)#&*

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'*

Steve has a weekly schedule of defined coaching-cycle appointments between 9:00 and 11:00 AM. Additional coaching cycles may be done as needed after that. The scheduled coaching cycles are the trigger for Steve to practice his coaching skills.

Steve May 10

No other meetings are scheduled between 9:00 and 11:00 AM

June10

i*b*!"8;(&6'*;$;K2*(8##262:*"6*IF2*L*^*b*!"8;(&6'*;$;K2*:&:6f)*(8##26*

I.'('$%&'$%33$"5$@,'4'Q($(-.'+)3'+$-"%-.876$-=-3'($#8,.$.8($B'%&7'&($

YP28%*D%"8;(Y'U;#$(+*$*

=*W*5#$*=**Z24#"64&3K2*>"%*)(2*#%";244*

YP28%*D%"8;(&6'C*

=*C+#<#*=*Z24#"64&3K2*>"%*)(2*J8K52*4)%28F*K""#*YP28%*Q8;(&6&6'C*

=*M(.1F*=*Z24#"64&3K2*>"%*)(2*YP28%3"WY*J8K52*4)%28F*

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'*

YP28%*D%"8;(Y'U;#$(+*$*

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=*M(.1F*=*Z24#"64&3K2*>"%*)(2*YP28%3"WY*J8K52*4)%28F*

Steve May 10 June10

i*b*!"8;(&6'*;$;K2*(8##262:*"6*IF2*L*^*b*!"8;(&6'*;$;K2*:&:6f)*(8##26*

Z"'2%*86:*H*B&KK*F22)*:8&K$*>%"F*rel-*)"*.-e--*>"%*8*;"8;(&6'*;$;K20*#K54*8::&I"68KK$*84*622:2:9*@(2*;"8;(&6'=;$;K2*

4;(2:5K2*(2K#4*F2*F8&6)8&6*86*"J2%J&2B*">*F$*;"8;(&6'9*

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'* 46

Phase II: EXECUTING Daily PDCA and Coaching Cycles Begin

N"(&#'!/

!"#$%&'()*+*,-./0*12%32442%56'478)89:2 * * * *******************!"8;(&6'*<8)8*=*!(8&6*">*!"8;(&6'* 47

Back of card - Reflection Section

------------------------------>Return

1) What is the Target Condition?

2) What is the Actual Condition now?

--------(Turn Card Over)--------------------->

3) What Obstacles do you think are preventing you from reaching the target condition?

Which *one* are you addressing now?

4) What is your Next Step? (next PDCA / experiment) What do you expect?

5) When can we go and see what weHave Learned from taking that step?

The Five Questions

*Youʼll often work on the same obstacle for several PDCA cycles

Reflect on the Last Step TakenBecause you donʼt actually knowwhat the result of a step will be!

1) What was your Last Step?

2) What did you Expect?

3) What Actually Happened?

4) What did you Learn?

Card is turned over to reflect on the last step

Coaching Cycles are built around these Five Questions. This pattern of questions is utilized up-and-down the organization. Here's an example of a Coach's 5-Question card:

The Five Coaching Kata Questions

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What a Coaching Cycle Looks Like

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3#($.#$'=*Z"'2%*=*

0*(1"'=*N)2J2*=*

Steve and Roger meet for at least one coaching cycle every day, related to Roger's changeover time target condition

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Steve May 10 June10

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H*76"B*8)*B(8)*IF2*N)2J2*&4*;"F&6'*)"*)(2*D%"8;(&6'*#%";244*2J2%$*:8$*

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0*(1"'XC+#<#['

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Steve and Roger do at least one coaching cycle every day on the Broaching Process's current improvement theme: Changeover time

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Preparation (internal) 20‘ 20‘ 0‘ 0‘ Lockout 28‘ 8‘ 3‘ 3‘ Removing the tool 35‘ 7‘ 7‘ 4‘ Install new tool 45‘ 10‘ 14‘ 7‘ Run a test part 48‘ 3‘ 14‘ 0‘ Quality approval 57‘ 9‘ 14‘ 0‘ Cleanup (internal) 72‘ 15‘ 14‘ 0‘

72‘ 14‘

Changeover

1 2 3 4 5 6 7

Roger x 2

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72‘ 14‘

Changeover

1 2 3 4 5 6 7

Roger x 2

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72‘ 14‘

Changeover

1 2 3 4 5 6 7

Roger x 2

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72‘ 14‘

Changeover

1 2 3 4 5 6 7

Roger x 2

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72‘ 14‘

Changeover

1 2 3 4 5 6 7

Roger x 2

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72‘ 14‘

Changeover

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Roger x 2

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72‘ 14‘

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72‘ 14‘

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72‘ 14‘

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Roger x 2

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72‘ 14‘

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Roger x 2

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Upward Communication of Current Condition and Lessons Learned

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In addition to acting as 2nd Coach, Nancy meets with Steve daily for a value-stream-level coaching cycle. This likewise follows the pattern of the Five Coaching Kata Questions.

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One level up, Nancy meets with Steve daily for a value stream coaching cycle related to Steve's target condition

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Future State Mapping helps you define Direction and Challenge

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Another Example One level up, and so on

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For Detailed IK/CK Instructions see the Improvement Kata Handbook

A free download on the Toyota Kata Website

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The Handbook Instructions Apply at Each Level

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All Coaches and Learners use the same Handbook because they're using the same method of working

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Best Wishes!

Gerd, Mike, Mark

The Coaching Kata Chain of Coaching

The Coaching Kata Chain of Coaching

Business

Transcript of The Coaching Kata Chain of Coaching

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