AMS Lean 201 - Kata Overview - 7katasummit.com/wp-content/uploads/2016/02/EX2-Brown-FINAL.pdf · 3...
Transcript of AMS Lean 201 - Kata Overview - 7katasummit.com/wp-content/uploads/2016/02/EX2-Brown-FINAL.pdf · 3...
© Mike Rother / Improvement Kata Handbook
TOYOTA KATA
Buzz Electronics
Rev. 7.0 2/04/2016
THE NEED FOR SPEED…
2
All of our learning rounds will proceed VERY QUICKLY. You
will have only 5 minutes to complete many of the assignments.
Please stay focused and give your full attention to the process.
Ready?? Let’s Go!!
3 5
A Lean Conclusion
If we only periodically conduct training events or only episodically work on improvement – and the rest of the time it’s business as usual – then according to neuroscience what we’re actually practicing is business as usual
If we want a Lean revolution, then we need to shift emphasis from CI staff-led, episodic improvement efforts, to daily efforts led by middle managers. To make this shift, we must take a slice of each day and focus on practicing coached, improvement routines
PDCA Cycles Toward a Target Condition
Going after problems / wastes / opportunities at Gemba TROUBLESHOOTING
INDUSTRIAL WHACK-A-MOLE
STRIVING WITH PURPOSE
DRIVEN ACTIVITY
NOTICE THE DIFFERENCE
© Mike Rother / Im provem ent Kata Handbook 4
What can we
improve?
What should we improve?
Vision Next
Target Condition
Current Condition Obstacles Challenge
CONNECTING STRATEGY & EXECUTION
By Mike Rother 5
Execution Strategy
Leaders establish the organizationʼs strategic concept (the “rallying point” or overall direction)
Managers develop people by coached practice of the Improvement Kata in the direction of the challenge
The role of Challenge in an organization
1 week – 3 months
Successive T/Cs to achieve the
Challenge
Distant
Often General
“Principles”
1-3 years
Concrete Hard Metrics
BOSS BUZZ VISION AND CHALLENGE
6
VISION:
1X1 flow, producing zero defects, at the lowest cost possible, while engaging our employees for a better quality of life to achieve world dominance in the security market.
CHALLENGE: • Consistently produce 55,000+ / month (2,750/day; 9.8 sec Takt) with a
stable process and +/- 15% variability, & 99% Quality First Time Through (FTT)
• Open up capacity for 3 regional plants (OH/PA; CO/NM; CA/OR) • Eliminate overtime
The Improvement Kata
GRASP THE CURRENT CONDITION
The Toyota Kata Process Analysis Practice
this Routine
© Mike Rother / Im provem ent Kata Handbook 7
BUZZ ELECTRONICS FACTORY BLOCK DIAGRAM – CURRENT CONDITION
ROUND ONE
Raw Boards with
5 springs
RESISTORS 2 REDS; 1 per
board
RESISTOR/ DIODES
LED 1 PER
BOARD
TEST 2 PER
BOARD
1 5 4 3 2
= WORKERS
RAW BOARDS WITH SPRINGS (RED AND BLUE BOARDS) 1 = RESISTORS (RED AND BLUE BOARDS) 2 = RESISTORS/DIODES (RED AND BLUE BOARDS) 3 = RESISTORS/DIODES (RED AND BLUE BOARDS) 4 = LED (RED AND BLUE BOARDS) 5 = TEST (RED AND BLUE BOARDS)
= OBSERVERS
1 5 4 3 2
Numbers 1-5
RESISTOR/ DIODES
If the process is not cycling within
desired limits or unable to meet customer
quality or quantity requirements, address
this obstacle before trying to introduce
other improvements.
Too much fluctuation
No improvement.
Causes of problems
always changing.
Inability to meet
customer requirements
without overtime
No rhythm. Sometimes
rush, sometimes wait.
Standardized work not
possible.
Difficult to develop skills.
Always changing.
Inconsistent quality.
Takt
Pc/t
Operator cycles (time from one piece to next piece)
5
10
12
20
30
•
• •
•
• •
• •
•
•
•
• •
• •
• •
• •
•
AMOUNT OF FLUCTUATION
© Mike Rother / Im provem ent Kata Handbook 9
WHY IS IT OK TO USE LOWEST REPEATABLE
TIMES?
Because these times & the number-of-operators calculation are just a starting point for PDCA!
This approach is acceptable if you plan to work with rapid PDCA cycles (as with the improvement kata) and will do so daily. PDCA starts early.
Then the initial times don't need to be exact, because you will notice analysis errors and other problems along the way, and adjust as you move forward.
You're not setting a standard at this point. You're getting current-condition information & data to establish your first target condition. As you move toward that first target condition:
• You'll learn more about the process, which can be incorporated into the next target condition
• You can get more detailed times for the work
elements if necessary
© Mike Rother / Im provem ent Kata Handbook 10
BUZZ ELECTRONICS SAMPLE RUN CHART Sample
Exit Time (secs)
1 16 2 12 3 15 4 20 5 10 6 6 7 12 8 16 9 17
10 14 11 22 12 15 13 23 14 16 15 12 16 10 17 9 18 15 19 24 20 12
Sum = 296s
34 CALCULATIONS
33 % + Variation = (
Highest Point - Pc/t ) X 100
32 Pc/t
31 % + Variation = (
-10.2
) X 100 30 10.2
29 % + Variation =
28 27
26 % - Variation = (
Lowest Point - Pc/t ) X 100
SEC
ON
DS
25 Pc/t
24 X % - Variation = (
-10.2 ) X 100
23 X 10.2
22 X % - Variation = %
21 20 X
19 Average Cycle Time
= Sum of Total Cycle Times
18 Total # of Units 17 X Average Cycle
Time =
2 9 6 seconds
16 X X X 2 0 total units
15 X X X Average Cycle Time
=
14.8secs/unit 14 X 10
Takt Time = 9.8sec 10 X X X X 9
Planned Cycle Time (Pc/t) = 8.3 sec X X
9 X Daily Output =
Available Time 8 Average Cycle Time
7 Daily Output (Projected) =
27,000 seconds
6 X
5 Daily Output (Projected)
= 1, 8 2 4 total units 4 3 2 1
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Now that you have your Lo repeat and range, give this info to the Supervisor (Learner) for the operator cycle chart
ROUND 1: #2 Learner, #4 is Coach
12 Operators
I
12 pcs
TT
5
10
15
Pc/t
20
I
5 pcs
I
2 pcs
Range of observed cycle times
Lowest repeatable
observed cycle time
9.8 sec
8.3 sec
Deliverables:
1. Update CC Block Diagram (if necessary) 2. Time Exit Cycles (Do this for end of line) 3. Draw Run Chart & Calculate Lowest
Repeatable (each station and end of line) 4. Calculate +/- % Variation 5. Fill out Current Condition Summary sheet, Process
Variation, and Outcome Metrics
Our Next Major Step: Establish Our First Target Condition
13 Supervisors OWN their storyboards.
Output
Block Diagram
Buzz Electronics
First Time Thru
What challenge are we striving to meet?
ORIENTATION
Establish the Next Target Condition
Target
Condition
What pattern do we want to have next?
Go and See
ACT PLAN
CHECK DO
PDCA Toward the Target Condition
The 5 Questions
What is the current pattern of working?
Grasp the Current
Condition
Understand the
Direction
Target Condition © Mike Rother / Im provem ent Kata Handbook 14
15
A TARGET CONDITION
ENABLES TEAMWORK
Target Condition
WITHOUT a Target Condition
Disorganized discussion.
Exchange of opinions. My idea versus your idea. “Who's right?”
Prioritization by dominant individuals.
No PDCA.
WITH a Target Condition
Structured approach.
What do we need to
do next to reach our objective?
Target Condition © Mike Rother / Im provem ent Kata Handbook 16
“Let the data
speak.”
“Oh, yeah – sez who?”
17
WHAT INFORMATION IS IN A TARGET CONDITION?
How the game is
played
The score
Target Condition
• A target condition should include a target date + these four categories of information.
• No verbs in a target condition! That's for how to get there.
18
Next
Next
Next
Often, these are decided from the
“Bottom Up” First
19
Practicing to become more comfortable in the Learning Zone
20
Apparent Certainty
Uncertainty
Mystery
Comfort Zone
Learning Zone
Comfort Area
Expanded
Our Next Major Step: Establish Our First Target Condition
21 Supervisors OWN their storyboards.
Output
Block Diagram New Block Diagram
Buzz Electronics
First Time Thru
Class Exercise
65
Class Exercise
Supv. prepare
your First
Target Condition
OK to discuss
with operators (but you
make the decision!)
2 key documents
to prepare:
1. TC Block Diagram
2. TC Summary sheet
New Block Diagram
66
Buzz Electronics
Simply sketch how you
want the process to look by
Round 4.
24
( 3 minutes ) ( 3 minutes )
Learner’s Story Board
25
Supervisor,
post these 2
documents in the
“Target Condition”
area to review with
your Manager
New Block Diagram
Buzz Electronics 2,250, stable process, 99% FTY
Class Exercise
Learner review your proposed
T/C with your Coach (Mgr)
Adjust as needed ( 2 min )
26
• TC is now reviewed and agreed to by Learner & Coach (Mgr.)
Obstacles
Obstacle Parking Lot
________________________
________________________
________________________
________________________
________________________
________________________
27
Now list any Obstacles you think might prevent you from reaching your TC.
Use Hand Out
( 2 minute ) Which ONE are
you going to focus on First?
Our Next Major Step: Determine Our First Obstacle
28 Supervisors OWN their storyboards.
First Time Thru
Output
Block Diagram New Block Diagram
Buzz Electronics
Supervisor,
post this
document to
review with your
Manager
2,250, stable process, 99% FTY
ORIENTATION
What challenge are we striving to meet?
Go and See
ACT PLAN
CHECK DO
The 5 Questions
PDCA Toward the Target Condition
The step-by-step discovery process between where we are and where we want to be next
Establish the Next Target Condition
Target
Condition
What pattern do we want to have next?
What is the current pattern of working?
Grasp the Current
Condition
Understand the
Direction
PDCA Cycles 29
“OUTSIDE YOUR KNOWLEDGE THRESHOLD" MEANS YOU DON'T KNOW HOW YOU WILL REACH IT
A target condition that you can already or quickly see how to reach - one that involves little trial and error - is not a good target condition. A good target condition requires experimentation and learning to reach it.
Target Condition 30
PREDICTION Testable
ACTION Conduct the experiment
EVALUATE Adjust based on what you learn
EVIDENCE Collect facts and data
PLAN
DO
1
2 3
4
CHECK (Study)
ACT
By Mike Rother 31
THE SCIENTIFIC LEARNING CYCLE Is sometimes called
"Plan-Do-Check-Act" or "Plan-Do-Study-Act"
Obstacles
Experiments
Current Condition
32
PRACTICING WORKING SCIENTIFICALLY
By Mike Rother
Next Target
Condition (dated)
Threshold of Knowledge
Obstacles
Experiments
Current Condition
33
PRACTICING WORKING SCIENTIFICALLY
By Mike Rother
Next Target
Condition (dated)
New Threshold of Knowledge
THREE KINDS OF PDCA EXPERIMENTS
PDCA Cycles
The following hierarchy goes from less to more scientific
1) Go and See
Direct observation and data collection, without changing anything, to learn more about a process or situation.
2) Exploratory Experiment
Introducing a change in a process to see, via direct observation, how the process reacts. Done to help better understand the process.
Example: Try to run a process as specified in the target condition, to see where it fails and build your obstacles parking lot. Often this is the first experiment.
3) Testing a Hypothesis
Introducing a change, ideally in only a single factor, together with a prediction of what you expect to happen.
34
Before you get started, propose the 1st step and what you expect, on the Left Side of the form
Once a step or
experiment is completed, fill in Result and What We Learned, on the Right Side of the form Based on what was learned
in the last step, propose the Next Step and describe what you Expect from the next step, on the Left Side of the form
HOW TO USE THE PDCA CYCLES RECORD The PDCA Cycles Record also helps you generate scientific thinking
• The PDCA form is read left-to-right, one row at a time
• Each row = one experiment
• The → pattern of the form repeats after each experiment
PDCA Cycles
Row 2 -->
Row 1 -->
35
KEEP THIS QUESTION IN MIND
PDCA Cycles
This perspective will keep you focused on the work process and help you work
together with the process team
36
What is preventing
the operators from
being able to work in
the target condition?
Go and See
ACT PLAN
CHECK DO
PDCA Toward the Target Condition
Establish the Next Target Condition
Target
Condition
Grasp the Current
Condition
Understand the
Direction
ORIENTATION
Process
Coach L earner
Teaching the improvement kata through coached practice
Conduct Coaching Cycles
Coaching Kata
The 5 Questions
© Mike Rother / Im provem ent Kata Handbook 37
5 INGREDIENTS FOR ACQUIRING NEW SKILLS
By Mike Rother 38
COACHING Corrective feedback
PRACTICE Daily
MASTERY Overcoming
obstacles
KATA Structured
practice routines
(beginner)
CHALLENGE A desired new state
The Improvement Kata
Where do you want to go, then iterate to get there
Advancing toward something beyond your threshold of knowledge in a systematic, scientific way
PROCESS
IMPROVEMENT
The Coaching Kata
Pattern for Teaching the Improvement Kata
Standardized approach to facilitate Improvement Kata skill development in daily work
PEOPLE
DEVELOPMENT
TWO SIDES OF A COIN
© Mike Rother / Im provem ent Kata Handbook 39
THE COACHING KATA ROLES (TWO SIDES OF THE COIN)
Process
(Value
Adders)
1
Team
Process Target
Condition
Learner
(Mentee)
2nd Coach Participates periodically
Pays particular attention
to the coach
(coaches the coach)
1st
Coach
(Mentor) The coach is responsible for teaching the
improvement kata, and for the results
The coach uses the COACHING KATA,
asking the 5 TK questions
3
2
The team owns the target condition
and works to achieve it.
The Learner and team use the
IMPROVEMENT KATA
© Mike Rother / Im provem ent Kata Handbook 40
88
Please expect and allow the learner to make small mistakes in applying the improvement kata!
These are important moments, from which the learner learns how to correctly apply the improvement kata pattern.
USE THE “1-2-3” PATTERN OF TEACHING
The 1-2-3 pattern can be repeated several times within one coaching cycle
Try to understand how the learner is thinking. (Coach is in an observing / questioning mode)
Compare this to the desired pattern -- “the corridor” -- specified by the improvement kata.
Introduce a course adjustment if necessary. (Coach is in an instructing mode)
1
2
3
Coaching Kata 42
1) What is the target condition?
2) What is the actual condition now?
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 experiment) What do you expect?
5) How quickly can we go and see what we Have Learned from taking that step?
A P
C D
Framing questions
The next experiment
Next coaching cycle
Focus in & reflect
A COACHING CYCLE SHOULD LEAD TO SOME KIND OF EXPERIMENT
Coaching Kata
Note that an experiment is a learning experience that doesn't necessarily involve making a change in the focus process. “Further analysis” and “go and see” can be the next step.
43
------(turn the card over)---------
Second Coach . . .
Player #4 Your Job:
• Make sure coach is sticking to script
(5Q card plus clarifying questions)
• What is one thing the Coach could do better?
• What is one thing the Learner could do better?
44
•Supv ( #2) decide your First Step and
What you Expect.
- OK to discuss with your team
•Fill out PDCA
Cycle Record,
Left Side - Step
- What you expect
47
Design – 1st PDCA
Our Next Major Step: Complete the storyboard
48 Supervisors OWN their storyboards.
First Time Thru
Output
Block Diagram New Block Diagram
Buzz Electronics 2,250, stable process, 99% FTY
Supervisors,
Please post all
documents on
your storyboard
as shown here.
Fishbowl Time
Let’s do a 5Q Coaching Kata Cycle
Coaches and Learners take your 5Q Card, and Go to your Storyboard.
DON’T Flip the card
Second Coaches take your
Observation sheet and follow them
First – 5Q Coaching Dialog – Front of Card
3min to Coach 2min to 2nd Coach
ROUND 2: #5 Learner, #2 is Coach
50
Operators
I
12 pcs
TT
5
10
15
Pc/t
20
I
5 pcs
I
2 pcs
Range of observed cycle times
Lowest repeatable
observed cycle time
9.8 sec
8.3 sec
Deliverables:
1. Update CC Block Diagram (if necessary) 2. Time Exit Cycles (Can do this for each station
and end of line) 3. Draw Run Chart & Calculate Lowest
Repeatable (each station and end of line) 4. Calculate +/- % Variation 5. Fill out Current Condition Summary sheet, Process
Variation, and Outcome Metrics
POST THE DATA
51
Current Block Diagram
Operators
I
12 pcs
TT
5
10
15
Pc/t
20
I
5 pcs
I
2 pcs
Range of observed cycle times
Lowest repeatable
observed cycle time
9.8 sec
8.3 sec
If necessary, update these Current Condition Documentation, Block diagram, Summary sheet, and Operator Cycle time chart if needed
Design – 2nd PDCA
52
Design – 2nd PDCA
Supv (#5) fill out
•PDCA Cycle Record
•Result
•What You Learned
then…
•Your proposed NEXT Step and…
•What you Expect ( 5 min )
53
RH Side
LH Side
~ OK to confer with your team ~
Second – 5Q Coaching Dialog
Fishbowl Time…!!
Mgrs (#5) will
conduct Coaching
Cycle with Supv (#2)
With 5Q Card One pair at a time…
#4 in the 2nd Coach Role
54
Stand Up & Go ( 3 min / each, plus 2 min discussion )
ROUND 3: Player #3 is LEARNER
Player #5 is the Coach
55
Deliverables:
1. Update CC Block Diagram (if necessary) 2. Time Exit Cycles (Can do this for each station
and end of line) 3. Draw Run Chart & Calculate Lowest
Repeatable (each station and end of line) 4. Calculate +/- % Variation 5. Fill out Current Condition Summary sheet, Process
Variation, and Outcome Metrics
POST THE DATA
56
Current Block Diagram
Operators
I
12 pcs
TT
5
10
15
Pc/t
20
I
5 pcs
I
2 pcs
Range of observed cycle times
Lowest repeatable
observed cycle time
9.8 sec
8.3 sec
If necessary, update these Current Condition Documentation, Block diagram, Summary sheet, and Operator Cycle time chart if needed
57
Class Exercise – 3rd PDCA
Class Exercise – 3rd PDCA
RH Side
LH Side
Supv (#3) fill out
•PDCA Cycle Record
•Result
•What You Learned
then…
•Your proposed NEXT Step and…
•What you Expect ( 4 min )
58
~ OK to confer with your team ~
Now for the Heavy Lifting!!
59
Third – 5Q Coaching Dialog
Mgrs (#5) will
conduct Coaching
Cycle with Supv (#3)
With 5Q Card One pair at a time…
#4 in the 2nd Coach Role
Stand Up & Go ( 3 min / each, plus 2 min discussion )
ROUND 4: Player #3 is LEARNER
Player #5 is the Coach
60
Deliverables:
1. Update CC Block Diagram (if necessary) 2. Time Exit Cycles (Can do this for each station
and end of line) 3. Draw Run Chart & Calculate Lowest
Repeatable (each station and end of line) 4. Calculate +/- % Variation 5. Fill out Current Condition Summary sheet, Process
Variation, and Outcome Metrics
POST THE DATA
61
Current Block Diagram
Operators
I
12 pcs
TT
5
10
15
Pc/t
20
I
5 pcs
I
2 pcs
Range of observed cycle times
Lowest repeatable
observed cycle time
9.8 sec
8.3 sec
If necessary, update these Current Condition Documentation, Block diagram, Summary sheet, and Operator Cycle time chart if needed
Class Exercise – 4th PDCA
62
Class Exercise – 4th PDCA
63
~ OK to confer with your team ~
Supv (#1) fill out
•PDCA Cycle Record
•Result
•What You Learned
then…
•Your proposed NEXT Step and…
•What you Expect ( 4 min )
RH Side
LH Side
Now for the Heavy Lifting!!
64
Fourth – 5Q Coaching Dialog
Mgrs (#3) will
conduct Coaching
Cycle with Supv (#1)
With 5Q Card One pair at a time…
#5 in the 2nd Coach Role
Stand Up & Go ( 3 min / each, plus 2 min discussion )
ROUND 5:
65
Deliverables:
1. Update CC Block Diagram (if necessary) 2. Time Exit Cycles (Can do this for each station
and end of line) 3. Draw Run Chart & Calculate Lowest
Repeatable (each station and end of line) 4. Calculate +/- % Variation 5. Fill out Current Condition Summary sheet, Process
Variation, and Outcome Metrics
POST THE DATA
66
Current Block Diagram
Operators
I
12 pcs
TT
5
10
15
Pc/t
20
I
5 pcs
I
2 pcs
Range of observed cycle times
Lowest repeatable
observed cycle time
9.8 sec
8.3 sec
If necessary, update these Current Condition Documentation, Block diagram, Summary sheet, and Operator Cycle time chart if needed
128
Current Conditon incl.
run charts
Learner Coach
2nd Coach
OVERALL FORMS FOR COACHING CYCLES
Target Condition Form
PDCA Cycles Record
(key routine) Obstacles Parking Lot
Coaching Cycle Plan / Tracking
Coaching Cycle Observation
Form
The Five Questions (key routine)
Coaching Kata © Mike Rother / Im provem ent Kata Handbook 68
Group Discussion
The “ONE BIG THING”
30 seconds please
Single biggest insight
How you might apply
it next week
Let’s hear from each table …
71
THANK YOU!
Brandon Brown, P. E.
479-856-1919
Bill Kraus
870-897-5135
72