Lessons from a Decade of Toyota Kata at OC Tanner€¦ · Onboarding. Deployment Role Identity &...
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Lessons from a Decade of Toyota Kata at OC Tanner
Transcript of Lessons from a Decade of Toyota Kata at OC Tanner€¦ · Onboarding. Deployment Role Identity &...
Lessons from a Decade of Toyota Kata at OC Tanner
Onboarding
Deployment Role Identity & Org Structure
Fluency
Cascade Deployment
Deployment Role Identity & Org Structure
Fluency
High Performance Teams
• Each team member has a leadership role/area
• Team is responsible to each other
• “Team Leader” focused on responsibility for standard work coaching and current state consolidation
• Emphasis on Team Leader as connector, coach, and teacher
High Performance Team Assessment Scale 1 Infrequent 2 occasionally 3 regularly
Scientific Problem Solving My team routinely uses data to validate both the problem and the solution.
My team comes up with at least three possible counter measures before carrying out an experiment.
My team is currently running at least one Kata project and team members actively contribute and participate
My leaders facilitate the improvement kata well to keep team members iterating.
My team knows when to select the use of job methods to understand current condition and identify waste and
understand potential target conditions.
Every team member is certified in STEPS
Overall our team’s problem-solving efforts are aligned with the strategy and client value.
Connection Each person on the team understands each other on a personal level.
My team is a safe place to express concerns, talk about problems, and raise issues
Team members receive feedback from the team leader on daily work performance related to QEDS
Daily coaching between team members ensures focus on today’s issues and the value-add work.
Team members feel comfortable challenging each other to improve QEDS.
Every individual has a personal greatness plan or improvement plan.
Every person has monthly offline 1 v 1 around the topic of the month with their group leader.
In line performance coaching occurs weekly with every team member.
Leadership maintains good relationships in four directions and schedules L4 with Gary 2X a year.
Customer Value Team members can effectively identify the difference between value add and non-value add tasks.
Each team member is 5S and 8 waste certified.
Team members understand and feel value in how they help people thrive at work.
Leadership can identify disruptions to flow, recognize abnormalities, and appropriately adjust.
Roles The high-performance Roles of Q, E, D, S are owned by individuals on the team.
Every team member is directly connected with a high-performance role and is driving improvement.
Team members balance the needs of their role without negatively impacting the roles of others.
Each team member understands the requirements and expectations of their high-performance role.
Job Skills
Team job skill matrix is up to date and leader has a plan to fill gaps.
The job skill matrix shows training needs, training schedule, completion rates/expectations.
Group Leader and Team Leader are present for final job skill audits.
Team members have the job skills to flex into other high demand areas.
Team members can perform their certified job skills flawlessly and efficiently.
Team members are highly sought after by other areas because of their skills and positive attitude.
Appreciation
Team members know how to use the recognition system.
Team members understand the importance of recognizing others.
Recognition is regular, timely and appropriate.
Recognition occurs in daily huddles, team meetings and other team activities.
Team members recognize that a healthy culture requires full participation in all things OC Tanner (huddles, team
meetings, picnics, company meetings, activities, appreciation system, etc.)
High Performance Team Assessment Scale 1 Infrequent 2 occasionally 3 regularly
Scientific Problem Solving My team routinely uses data to validate both the problem and the solution.
My team comes up with at least three possible counter measures before carrying out an experiment.
My team is currently running at least one Kata project and team members actively contribute and participate
My leaders facilitate the improvement kata well to keep team members iterating.
My team knows when to select the use of job methods to understand current condition and identify waste and
understand potential target conditions.
Every team member is certified in STEPS
Overall our team’s problem-solving efforts are aligned with the strategy and client value.
Connection Each person on the team understands each other on a personal level.
My team is a safe place to express concerns, talk about problems, and raise issues
Team members receive feedback from the team leader on daily work performance related to QEDS
Daily coaching between team members ensures focus on today’s issues and the value-add work.
Team members feel comfortable challenging each other to improve QEDS.
Every individual has a personal greatness plan or improvement plan.
Every person has monthly offline 1 v 1 around the topic of the month with their group leader.
In line performance coaching occurs weekly with every team member.
Leadership maintains good relationships in four directions and schedules L4 with Gary 2X a year.
Customer Value Team members can effectively identify the difference between value add and non-value add tasks.
Each team member is 5S and 8 waste certified.
Team members understand and feel value in how they help people thrive at work.
Leadership can identify disruptions to flow, recognize abnormalities, and appropriately adjust.
Roles The high-performance Roles of Q, E, D, S are owned by individuals on the team.
Every team member is directly connected with a high-performance role and is driving improvement.
Team members balance the needs of their role without negatively impacting the roles of others.
Each team member understands the requirements and expectations of their high-performance role.
Job Skills
Team job skill matrix is up to date and leader has a plan to fill gaps.
The job skill matrix shows training needs, training schedule, completion rates/expectations.
Group Leader and Team Leader are present for final job skill audits.
Team members have the job skills to flex into other high demand areas.
Team members can perform their certified job skills flawlessly and efficiently.
Team members are highly sought after by other areas because of their skills and positive attitude.
Appreciation
Team members know how to use the recognition system.
Team members understand the importance of recognizing others.
Recognition is regular, timely and appropriate.
Recognition occurs in daily huddles, team meetings and other team activities.
Team members recognize that a healthy culture requires full participation in all things OC Tanner (huddles, team
meetings, picnics, company meetings, activities, appreciation system, etc.)
Leadership Identity as Coach
• Slowly stripped away non-essential support crutches
• Integrated formal skills training group into the production teams, and used JI to reshape front line leaders into teachers
• Role-based teams allowed front line leadership identity shift and the creation of high-performance teams
• Coaching Kata dialogue became the second language in coaching toward greater ownership in role-based teams
• Addressed reporting structure ratio challenges
Fluency
Deployment Role Identity & Org Structure
Fluency
Resisting the Tendency Toward Dogma• Adopting and encouraging additional models
• InsideOut Coaching (GROW model)
• Scrum, Agile, TWI, Standardized Work
• Kata as a leadership development core skill
• For O.C. Tanner, starter Kata and storyboard will never go away or change significantly as a development tool
