Change - Invest Northern Ireland · Change !! Face It, Embrace It, & Thrive With permission and...
Transcript of Change - Invest Northern Ireland · Change !! Face It, Embrace It, & Thrive With permission and...
!! Change !!
Face It, Embrace It, & Thrive
With permission and full credit to Mike Rother for Toyota Kata subject matter.
September 9th, 2014 Belfast
Thinking win-Win-WIN
Building the Culture for Sustainable CI
Change
• The Need to Embrace It
• What it takes to Do It
• Kata as a Means to Build a Culture
of Continuous Improvement
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Lisa’s Story
• Daughter Lisa
• Physical Therapist –
specialty in Pediatrics
• Very highly skilled, 13 years experience
• Constantly pursued by head hunters
• Grand Rapids, MI – Very strong healthcare environment
• In the last 2 years – 3 jobs…
• WHY?
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Post-war Boom ( 1950’s – 1980’s )
• Isolated markets
• Limited critical inputs
• Workers with narrow skills – replaceable
• Centralized Organization – Silos
• Periodic improvement from Engineering Dept
Magnitude of Change
Time
• Command and Control management
Today
• Global markets
• Multiple critical inputs
• Multi-skilled, highly trained workers – difficult to replace
• Matrix Organizations
• Episodic improvement from CI Group
• Command and Control management !!??
Change, you say??
What Sony Showed At Its 2008 Annual Shareholder Meeting recently updated to include more current details.
Back to Lisa… the Rest of the Story
• 2 earlier employers: well-established, smaller companies
• Budgets tighten at state / federal levels = less funding
• Profit margins shrinking
• Increased documentation requirements
• More work load for therapists and PT techs
• Added “take-home” work – unpaid
• Reduced benefits
• Lay-offs (aka, terminations )
• Declining morale
• Larger, dominant provider
– Hires Lisa to lead PT pediatrics home care services
– Absorbs the market share
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Global Pressures to Change
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Increasing & Unavoidable
• Government Policy Change
• Resource Depletion
• Global Warming
• Financial Crises
• Currency Wars
• Rising Costs
• Political Instability
• Eurozone Troubles
• Exchange rate volatility
• Intensifying Global Competition
Belfast
Exercise – Part A
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•
– Blank piece of paper
Write your FULL NAME 3 times
• Full name: first, middle, and last names
– When done please show to your neighbor.
– Ready??? BEGIN.
Please raise your hand when done…
What it takes to Change.
We develop a
Fixed Mindset
based on well worn
neural pathways.
Much of what happens in organizations in the result of habits people have learned through practice, whether deliberately or by default.
Familiar habits, routines:
Driving your car
Riding a bicycle
Your native language
Typing, e-mail
Cell phone
Your patterns at work
THE WAY YOU MANAGE!
Apparent Certainty
Uncertainty
Mystery
Green Zone: Comfort
Familiarity Predictability
Ease Confidence
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Green Zone – things are good.
Yellow Zone – things are different.
Apparent Certainty
Uncertainty
Mystery
Green Zone: Comfort
Familiarity Predictability
Ease Confidence
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Yellow Zone: Stress Effort
Difficulty Unpredictability
Novelty Mistakes Learning
Innovation
Green Zone – things are good.
Now, minor Change.
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• Sign your name using
your non-dominant hand.
Please raise your hand when done…
• Round 3
– Blank piece of paper and a pen
FULL NAME 3 times - first, middle, and last names
– When done please show your neighbor.
– Ready??? BEGIN.
Exercise
How did you feel using your non-dominant hand?
• Awkward
• Strange
• Difficult
• Uncomfortable WHY???
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• You were outside your
comfort zone.
• You have a well-worn neural
pathway for writing with
your dominant hand.
– It has become automatic,
comfortable, familiar.
– Little / no mental energy
– Automatic / unconscious
Our Dilemma
Today
• We are being increasingly confronted
with the need to adapt and change…
at a personal level… at ALL Levels.
• But our brains physiologically want to remain
in old behavior patterns of the past. 19
Senior Leaders & Managers
Exec.
Masses:
Execute directions from
above.
Set Vision
Produce the Answers
Direct the Masses
Command & Control – Mgmt By Results
The accelerating rate of change is overwhelming our traditional MBR style of managing. 20
Time to update our Management System
Exec.
Senior Leaders & Managers
Provide Coaching
Set Vision
Masses:
Everyone provides
CREATIVE INPUT aligned with the
Vision.
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Senior Leaders & Managers
Exec.
Masses:
Execute directions from
above.
Set Vision
Produce the Answers
Direct the Masses
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Improvement Kata
is an ideal
methodology to
support a culture
of full engagement
& Continuous
Improvement
Core of Kata = Routines
• Compact
• Simple
• To Learn
• To Teach
• Consistent
• Easy
• To Understand
• To Practice
• Time Efficient
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© Mike Rother
Distant 1-3 years 1 week – 3 months
Often Vague “Principles” Concrete
Hard Metrics Successive T/Cs to achieve the
Challenge © Mike Rother
A Task for LEADERS: Establish the
organization’s long term strategy and direction
A Task for MANAGERS: Day-to-day coaching of the Improvement Kata in their
area of responsibility
The Pattern of the Improvement Kata
How is Improvement Kata Different?
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1. Target Conditions
2. Daily PDCA cycles
3. Structured Dialog
4. Coach-Learner Relationship
5. Simple, powerful tools
Provides a simple, effective model for Full Engagement
& Cont Improvement
1. Target Condition
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Current Condition
Problem Solving
Problem
Striving
Target Condition
Toward a new higher level of performance
Return to our Current Condition
4 Categories of Information
31 © Mike Rother
Often, these are decided from the
“Bottom Up”
Often, these are decided from the
“Bottom Up” First
Next
Next
Next
Apparent Certainty
Uncertainty
Mystery
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Green Zone: Comfortable
Familiar Predictable
Easy Confidence
Next Target Condition
Learning Zone: Uncertainty Trial & Error
Discovery Learning
Innovation
Threshold of Knowledge
2. Rapid PDCA Cycles ( Plan – Do – Check – Act )
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Rapid PDCA toward T/C
Current Condition
Target Condition
Small, rapid experiments advance our knowledge quickly
The path will be unclear.
Obstacles
Unclear territory
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© Mike Rother
Reflect on the Last Step Taken
1) What was your Last Step?
2) What did you Expect?
3) What Actually Happened?
4) What did you Learn?
Return --------->
Because you don’t actually know what the result of a step will be!
4. Coach-Learner Relationship
Manager Supervisor
Supervisor Owns the Target Condition.
Manager Advises and Supports
39 © Mike Rother
Illustration of 5Q Coaching Dialog
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3 Coaching Cycles – 15 minutes
1 Coaching Cycle – 5 minutes
Kata promotes a Culture of Full Engagement toward CI
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• Structured Routines
• Compact
• Simple to Learn
• Simple to Teach
• Time Efficient
• Applicable everywhere:
• Operations
• Service & Support
• Administrative
• Aligned to the Vision
• Becomes part of line mgmt. daily work
• Everyone can practice
Our Great Untapped Resources
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• Greatest population
• Working directly on the
value-adding processes
• Practical Subject Matter Experts
Masses:
Everyone provides
CREATIVE INPUT aligned with the
Vision.
Exec.
Senior Leaders & Managers
Provide Coaching
Set Vision
Masses:
Everyone provides
CREATIVE INPUT aligned with the
Vision.
For more information…
2 minutes 4 minutes
IK / VK Overview Merck – Benefits of Kata
• Beth Coaching IK: https://www.w3groupllc.com/presentations/improvement-kata/
• Kata at Merck Elkton: https://www.w3groupllc.com/presentations/merck-elkton/
For more information…
5 minutes
Jeff Liker – Kata Deployment
• Liker video; https://www.youtube.com/watch?v=6nG0emZY468
https://www.w3groupllc.com/wp-content/uploads/2014/08/3-Day-promo-piece-.pdf