Optimization Through Toyota Kata - APICS-LORK · Optimization Through Toyota Kata Jeff Fuchs, ......

Optimization Through Toyota Kata

Jeff Fuchs,

Neovista

Consulting,

MD World Class

Consortia

© 20142

Neovista Consulting, LLC

Toyota Kata

“Mike

Rother,

you have

ruined

my life.”

What Lean Is:

Involving All Employees/Leaders

Continuous Improvement Habits

Cycles of Improving/Learning

↑Customer Value, ↓Waste

Every Day

Systematically

Solving Problems

Everybody

© 20144


Kaizen

“A small change for the better”

Continuous improvement

“How lean gets done”

“Kaizen Event”, “Kaizen Blitz”, “Rapid Improvement Event”:

Generally conducted by cross-functional teams

Tightly focused, largely completed in a week

Historically, the foundation of Western lean improvement

A stepwise, “improve + sustain” improvement pattern

Can create gaps, lost momentum, missed opportunities

© 20145


Kaizen at All Scales

“Just Do It”

Daily Kaizen

Continuous

Improvement

Hours, DaysPrj

Events

JDI / CI

Kaizen Events

Rapid Improvement

Events

Days, Weeks,

Months

Transformational

Lean Projects

Months, Years

© 20146


Kata: The Invisible Parts of Lean

Kata explains many of the knowledge shortfalls

and application gaps of TPS/Lean:

WHAT ARE KATA?They're practice routines. Kata are structured routines to practice deliberately, especially at the beginning, so their

pattern becomes a habit and leaves you with new abilities

KATA:

• Are for learning fundamentals to build on.

• Are a way of transferring skills and developing shared abilities and mindset in a team or organization.

“Let’s begin by practicing it this way for a while.”

By Mike Rother 7

© 20148


This Is Kata…

Skills are not innate: You are not just “born with it.”

Many results come from habits people have learned through practice, deliberate or not.

What are some of the deliberate and “mindful-less” habits you see in your business and personal life?

© 20149


…And This Is Kata

The Improvement Kata and Coaching Kataare Practiced to Develop Scientific Mindset

WHAT KATA ARE FOR

Beginners should follow Kata exactly; not deviating from them, so the Learner can internalize the patterns. But with increasing proficiency each Learner can start to (within limits) develop their own style.

Likewise, over time each organization can evolve the Kata it began with to better suit and mesh with its culture. The original Kata evolve into organization-specific practice routines.

By Mike Rother 10

KataPractice

To develop foundational

skill and mindset

THEIMPROVEMENT KATA

The Coaching Kata is a pattern for managers to follow in teaching the Improvement Kata pattern in daily work, so that it becomes part of an organization's culture.

The Improvement Kata is a model of the human creative process. It’s a 4-step pattern of establishing target conditions and then working iteratively (scientifically) through obstacles, by learning from them and adapting based on what's being learned.

THE COACHING KATA

By Mike Rother 11

QUICK DEFINITIONS

By Mike Rother 12

The Improvement Kata is a set of practice routines for learning to work scientifically when you pursue goals in complex systems.

The Improvement Kata is a teachable four-step model of the scientific way of thinking & acting.

The Coaching Kata is a practice routine for how to teach the Improvement Kata pattern.

The Coaching Kata is a pattern for teaching the Improvement Kata.

(Manager)

THE IMPROVEMENT KATA+ THE COACHING KATA

It’s a management system for developing peopleto meet challenges

By Mike Rother 13

ImprovementKata

CoachingKata

Understand the

Direction orChallenge

Grasp the Current

Condition

Establish the Next

Target Condition

IterateToward the

Target Condition

‘Executing’Coaching

Cycles‘Planning’ Coaching Cycles

Learner

Coach

© 201414


The Four Improvement Kata Steps

The improvement kata is the kaizen kata

A universal pattern for improving, adapting, innovating

1. In consideration of a vision or challenge setting direction…

2. …Grasp the current condition.

3. Define the next target condition.

4. Move toward that target condition with PDCA, which

uncovers obstacles that need to be worked on.

© 201415


The Improvement Kata Pattern

© 201416


1. Understand the Direction or Challenge

© 201417


1. Understand the Direction or Challenge

© 201418


2. Grasp the Current Condition

© 201419


3. Establish the Next Target Condition

© 201420


Now There’s a Grey Zone

© 201421


4. PDCA Toward the Next Target Condition

© 201422


That Brings You Here:

© 201423


Repeat the Pattern

© 201424


Notice the Difference:

© 201425


Popcorn vs. Purpose

Just “eliminating waste” doesn’t involve striving

toward something

Troubleshooting and “popcorn kaizen” vs.

purposeful striving toward a future condition

Note the different psychologies:

We moved the blow-off hose closer to the operator, which

got us a step closer to our process target condition.

We moved the blow-off hose closer to the operator, which

eliminated some waste.

© 201426


Teamwork and Empowerment

Better teamwork through aligned purpose

Leading with Humility

The State vs. The Act of Empowerment

My idea versus your idea… What do we need to work on next to reach

our objective?

…Or versus your idea.

The scientific process helps you find the path not by telling you what's ahead.

It only confirms or refutesthe results of experiments.

Since the path to a challenging goal cannot be predicted with exactness, we have to find that path by experimenting like a scientist. With each insight a scientist adjusts his/her course to take advantage of what has just been learned.

THE IMPROVEMENT KATA PATTERNIS A SCIENTIFIC APPROACH

One trick to making effective progress toward a goal is not to try to decide the way forward, but to have your team iterateits way forward by experimenting as cheaply and rapidly as possible. This is the action of innovation and it can be taught.

By Mike Rother 27

PREDICTIONTestable

ACTIONConduct theexperiment

EVALUATEInterpret theevidence

EVIDENCECollect facts and data

The scientific process of acquiring knowledge

PLAN

DO

1

23

4

CHECK(Study)

ACT

By Mike Rother 28

THE SCIENTIFIC LEARNING CYCLE

This cycle of iteration is often called"Plan-Do-Check-Act" or

"Plan-Do-Study-Act"

What weexpect

to happen

Whatactually

happened

By Mike Rother 29

Learning

THE CORE DYNAMICOF SCIENTIFIC THINKING

This is the dynamic that allows us to reach challenging new goals through unclear territory

When experimenting is done right, small failures often provide new insight that advance your design!

“If the result confirms the hypothesis, then you've made a measurement. If the result is contrary to the hypothesis, then you've made a discovery."

~ Enrico Fermi

THERE'S A THRESHOLD OF KNOWLEDGEBETWEEN YOU AND YOUR GOAL

It's the point at which you have no facts or dataand start guessing, and it's closer than you think

By Mike Rother 30

Any human endeavor involves a scientific process of testingand possibly adjusting. Why? Because you never knowfor sure how you are going to get there until you get there.

Predictable Zone

Current Knowledge Threshold

Next Target

Condition

Unpredictable / Learning Zone

?

We wantto be here

next

?

NextTarget

Condition(date)

Uncertainty / Learning Zone

Where youwant to be

next

Your CurrentKnowledgeThreshold

Condition

Now?

??

WHAT SHOULD YOU DO AT THETHRESHOLD OF KNOWLEDGE?

1) Acknowledge it. (Difficult to do, until you get into the habit.)Key realization: There's always a threshold of knowledge.

2) Stop and see further by conducting an experiment. Don't deliberate over answers. Deliberate over the next experiment.

By Mike Rother 31

NextTarget

Condition(date)

Where youwant to be

next

Your CurrentKnowledgeThreshold

Where you are now

By Mike Rother

The Scientific ApproachSMALL, RAPID EXPERIMENTS

ADVANCE OUR KNOWLEDGE QUICKLY

32

© 201433


Neuroplasticity: How People Learn

https://www.youtube.com/watch?v=ELpfYCZa87g

https://www.youtube.com/watch?v=ELpfYCZa87g

‘Continuous’ means many minds engaged in improving their processes, and daily cycles of experimentation.

Yet our existing work routines rarely include improvement.

Systematically and scientifically improving processes is a complexskill set we are not naturally good at!

We can learn systematic, scientific improvement through deliberate practice of the

Improvement Kata routines

WHY KATA FORCONTINUOUS IMPROVEMENT?

By Mike Rother 34

© 201435


The Learner’s Storyboard

Use this format to

make kata-based

improvement visible:

Learners can use it

easily

A consistent,

repeatable basis

can be established

The Coach can see

a Learner’s thinking

clearly

The Coach can

apply the Coaching

Kata consistently

The Five Coaching Kata Questions andthe PDCA Cycles Record are used together

Used by the Coach Used by the Learner

5-Question Coaching Dialog Rapid PDCA Cycles

By Mike Rother 37

ASK THE FIVE QUESTIONS AT EACH STEP

By Mike Rother 38

© 201439


A Kata Coaching Cycle Example

https://www.youtube.com/watch?v=ySdYX4cNPsQ

https://www.youtube.com/watch?v=ySdYX4cNPsQ

© 201440


Clothing Catalog Kata Case

https://www.youtube.com/watch?v=6EHo4KrRKbQ

https://www.youtube.com/watch?v=6EHo4KrRKbQ

© 201441


Toyota Kata and You

Toyota Kata:

Universally applicable and practical

The heart of the Toyota Production System

Complement to cross-functional, larger-scale,

kaizen event-centered lean improvements

Gets you quickly toward “Everybody, every day,

systematically solving problems”

Builds CI habits, culture, and capabilities

Learn more through the book, website, workshops

By Mike Rother 42

Neovista Consulting, LLC1752 Allerford Drive

Hanover, MD 21076

www.NeovistaConsulting.net

Jeff Fuchs

President

Mobile: (443) 865-2198

[email protected]

Twitter: @JBFuchs

Optimization Through Toyota Kata - APICS-LORK · Optimization Through Toyota Kata Jeff Fuchs, ......

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