DliDeveloping the OitiO rganization with Toyota...

5/9/2014

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D l i th O i tiDeveloping the Organization with Toyota Kata

“We have spent 7 million Euro and still don’t have a lean culture.”

Dutch Corporate Lean Director

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OK soOK, so…What is “Culture?”

The Visible Artifacts( h )

CULTURE: (According to Edgar Schein)

(What we see)

Espoused Values

(What we say)

Tacit, Underlying Assumptions

(What we actually believe)

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Moving Moving assembly assembly lineslines


Workplace Workplace OrganizationOrganization

(5S)(5S)


(5S)(5S)

Cellular Cellular organizationorganizationCellular Cellular

organizationorganization

Standard Standard WorkWork


TPMTPMTPMTPM

SMEDSMEDSMEDSMED

“A3” Problem “A3” Problem SolvingSolving


MistakeMistake‐‐proofingproofingMistakeMistake‐‐proofingproofing Visual Visual

ManagementManagementVisual Visual

ManagementManagement

Job InstructionJob InstructionJob MethodsJob MethodsJob RelationsJob Relations

Job InstructionJob InstructionJob MethodsJob MethodsJob RelationsJob Relations

The Visible Artifacts( h )

Andon / Line Andon / Line StopStop


gggg

“The right “The right process produces process produces the right results ”the right results ”

“The right “The right process produces process produces the right results ”the right results ” Striving toward Striving toward Striving toward Striving toward

“Just“Just‐‐inin‐‐time”time”“Just“Just‐‐inin‐‐time”time”

Don’t waste time or Don’t waste time or resources making resources making defective goods.defective goods.

““JidokaJidoka””



Don’t waste time or Don’t waste time or resources making things that resources making things that

are not needed.are not needed.““JustJust‐‐inin‐‐timetime””



Detect Detect problems problems

immediatelyimmediately



Reduce Reduce process process variationvariation


(What we see)

Espoused Values

(What we say)

the right results.the right results.the right results.the right results.

We are responsible for We are responsible for developing our people.developing our people.We are responsible for We are responsible for developing our people.developing our people.

gg“ideal flow.”“ideal flow.”


Knowing How People LearnKnowing How People LearnKnowing How People LearnKnowing How People Learn

Iceberg: Creative Commons: Uwe Kils and Wiska Bodo

The best learning The best learning comes from comes from experience.experience.


Tacit, Underlying Assumptions

(What we actually believe)

“Culture”“Culture”“Culture”“Culture” Routines,Routines,Routines,Routines,

Mindset Mindset and and

BehaviorBehavior


BehaviorBehavior

"

U d l iU d l iU d l iU d l i

,,Habits, Habits, Rituals, Rituals, NormsNorms


TeachesTeaches

Derived from graphic © Mike Rother

Underlying Underlying Tacit Tacit

AssumptionsAssumptions


AssumptionsAssumptionsDrivesDrives

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Routines,Routines,Routines,Routines,


BehaviorBehavior


BehaviorBehavior

If results are not what we expect, we will assign an external causeto protect closely held beliefs.




TeachesTeaches






Closely held beliefs about cause and effect.

Beliefs about people.

How is an organization’s culture shaped?

Question: Question:

How does a new team member learn th lt ?

Photo © 2010 Mark Rosenthal

the culture?What forces are at work?

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Leaders are teaching and developing people every day.

The only questions are:What are they teaching?What values are they demonstrating?What skills and habits are they developing in people?



BehaviorBehavior


BehaviorBehavior

"




TeachesTeaches

We teach the habits, beliefs






,that we have learned through repetition and experience.

that we have learned through repetition and experience.

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Let’s talk a bit about how people learn.

CAUTION: Industrial Engineer talking about Neurology.

!

Neurons that fire togetherwire together.“Habits” are the result of connections that have been reinforced over time.

Good News:We can change

U.S. Department of Health and Human ServicesCreative Commons: Public Library of Science

We can changethat wiring if:‐ We want to.‐ We work at it.

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What we do every day is what we teach every dayWhat we do every day is what we teach every day.

If we want different results, we need to teach different habits.

What pattern SHOULD leaders and managers teach?

• It should be used throughout daily work.

• It should be content neutral: suitable for any goal or problemgoal or problem.

• It should be based on a scientific model.

• It should include structured practice routines for beginners.

© Mike Rother

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But we have to overcome some old habitssome old habits.



BehaviorBehavior


BehaviorBehavior

"




TeachesTeaches






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BehaviorBehavior


BehaviorBehaviorAnd then blame

Our traditional approachU d l iU d l iU d l iU d l i



TeachesTeaches

And then blame “lack of commitment” when it doesn’t work.

Our traditional approach has been to try to educate people into new assumptions and beliefs.








BehaviorBehavior


BehaviorBehavior

What we need is an approach that works here.




TeachesTeaches






And builds confidence step by step with new experiences.

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Which brings us to Toyota Kata

ok what is “kata?”ok... what is kata?

RIA Novosti archive, image #399644 ‐ Vitaliy Karpov – Creative Commons‐BY‐SA 3.0

A fixed routine provides initial structure while habits are built and strengthened with gdeliberate practice.

US Navy photo (Creative Commons)

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Practice Pattern 1: The Improvement Kata

• Models the scientific / creative process:

© Mike Rother

/ p(PDCA)

• Provides a specific practice routine.

Practice Pattern 1: The Improvement Kata

These steps, together, also

Portions © Mike Rother

These steps, together, also provide continuous confirmation of alignmentand intent.

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Practice Pattern 2: The Coaching KataA routine for teaching the Improvement Kata

The Coaching Kata is a pattern to help you teach the Improvement Kata thinking pattern.

It gives managers a standardized approach to develop improvement skill in the course of daily work.

© Mike Rother

Together, the Improvement Kata and Coaching Kata comprise a system of management.

The Coaching Kata “5 Questions” are an outline for the structure.

The coach must have the experience to build an effective coaching session on the foundation.

U.S. Navy Photo

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© M

ike Rother

Continuous Improvement = Developing People

Results Focused

Nature of Solution“What to do”

How Solution is Developed“How to do it”

Not specified, left to Results Focused Management

Given / Directed “empowered” employee.

“Lean” People Development Approach

Not specified, left open. Must advance toward “True North.”

Very specified. Team member is coached through each step of the process.

Key Point: Many, if not most, “lean implementations” employ the “results focused” approach – “directed implementation of tools.”

Thus, the fundamental learning of how to sustain and continue to improve never takes place.

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D l i th O i tiDeveloping the Organization with Toyota Kata




(5S)(5S)


(5S)(5S)

Cellular Cellular organizationorganizationCellular Cellular

organizationorganization



TPMTPMTPMTPM

SMEDSMEDSMEDSMED



MistakeMistake‐‐proofingproofingMistakeMistake‐‐proofingproofing Visual Visual

ManagementManagementVisual Visual

ManagementManagement

SelfSelf‐‐Directed Directed Work GroupsWork GroupsSelfSelf‐‐Directed Directed Work GroupsWork Groups

Empowered Empowered TeamsTeams

Empowered Empowered TeamsTeams



gggg

“The right “The right process produces process produces the right results ”the right results ”

“The right “The right process produces process produces the right results ”the right results ” Striving toward Striving toward Striving toward Striving toward

“Just“Just‐‐inin‐‐time”time”“Just“Just‐‐inin‐‐time”time”















the right results.the right results.the right results.the right results.

We are responsible for We are responsible for developing our people.developing our people.We are responsible for We are responsible for developing our people.developing our people.



Knowing How People LearnKnowing How People LearnKnowing How People LearnKnowing How People Learn

Iceberg: Creative Commons: Uwe Kils and Wiska Bodo



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Here’s what you can do

k iMake every conversation an experiment in empowerment.

Build CompetenceBuild Clarity Build CompetenceBuild ClarityPeople know the right thing to do.

People know how to do the right thing.

“Competence” and “Clarity” From David Marquet – “Greatness” https://www.youtube.com/watch?v=OqmdLcyES_Q

I’m going to

I have …; I already …I just …

Peer‐peer coordination

Language of Responsibility

Wh t i t t

We should…; I recommend…

I want to….Request permission to…

I m going to …I intend to …

These are the words you hear as a leader or coach

What is your next step or experiment?

Kata should work here

What do you want me to do?

I think…

Derived from “Ladder of Control” by David Marquethttp://davidmarquet.com/blog

I suggest ….; We ought to….

hear as a leader or coach.

How do you structure your next conversation to move up one rung?

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You give intent to them

And they give intent to you

From David Marquet – “Greatness” https://www.youtube.com/watch?v=OqmdLcyES_Q

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