brandon.brown@w3groupllc - APICS NW...
Transcript of brandon.brown@w3groupllc - APICS NW...
Brandon Brown, P. [email protected]
479-856-1919
Toyota Kata: Developing a Deliberate Culture Through Practice
and Effective Coaching
© 2014 Brandon Brown
Acknowledgements, Sources and Copyrights
A big thank you to all the client and workshop participants that enabled us to practice, learn and adapt.Significant contributions to this presentation made by:
• Brandon Brown, P. E, W3 Group &University of Arkansas
• Emiel van EstLean Management Teachers, The Netherlands
• Håkan Forss, Stockholm, Sweden• Hank Czarnecki, ATAC,
Auburn University• Bill Kraus, AMS &
Arkansas State University• Tilo Schwarz, Lernzone, Germany
http://www-personal.umich.edu/~mrother/Homepage.html
© 2014 Brandon Brown
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A Lean Conclusion
3
WHAT IS A KATA?A kata is a pattern you practice to learn a skill
The research that led to the book Toyota Kata looked into Toyota's management methods. The word 'kata' perfectlydescribes the routines we found being practiced there: theImprovement Kata and the Coaching Kata.
The suffix kata means way of doing. It refers to a form orpattern that can be practiced to develop particular skills and mindset.
© Mike Rother / Improvement Kata Handbook4
The Improvement KataWhere do you want to go, then iterate to get there
Advancing toward something beyond your threshold of knowledge in a systematic, scientific way
PROCESSIMPROVEMENT
The Coaching KataPattern for Teachingthe Improvement Kata
Standardized approach to facilitate Improvement Kataskill development in daily work
PEOPLEDEVELOPMENT
TWO SIDES OF A COIN
© Mike Rother / Improvement Kata Handbook
© 2014 Brandon Brown and Bill Kraus
How does the Improvement Kata work?
Our habitat
x
You are here
Waste Walk Temptations…•Problems•Waste• Improvement opportunities
Adapted from Unified Field Theory by Bill Costantino © 2014 Brandon Brown & Emiel van Est
Threshold of Knowledge
x
Adapted from Unified Field Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est
Threshold of Knowledge
© 2014 Brandon Brown & Emiel van Est
Waste walk, low hanging fruit
x
What can we improve?
Adapted from Unified Field Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est
Default
x
Adapted from Unified Field Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est
The Improvement KataA different approach…
Understand the Direction
Grasp the Current
Condition
Establish Next Target Condition
PDCA Toward Target
ConditionTarget
Condtion
?!
© Mike Rother
1 Understand the Direction
x
Adapted from Unified Field Theory by Bill Constantino
Vision forCustomer
Challenge
© 2014 Brandon Brown & Emiel van Est
2 Grasp the Current Condition
x Vision forCustomer
Challenge
Adapted from Unified Field Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est
3 Establish Target Condition
x TargetCondition
Vision forCustomer
Challenge
Adapted from Unified Field Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est
4 PDCA Toward Target Condition
x
Adapted from Unified Field Theory by Bill Constantino
TargetCondition
Vision forCustomer
Challenge
What must we Improve?
© 2014 Brandon Brown & Emiel van Est
Threshold of Knowledge Expanded
x x
What must we Improve?
Adapted from Unified Field Theory by Bill Constantino
Vision forCustomer
ChallengeNext TargetCondition
© 2014 Brandon Brown & Emiel van Est
Do you see the difference?TROUBLESHOOTING
STRIVING
x
Going after• Problems• Waste• Improvement
opportunities
x TargetCondition
Striving to find your way towards a Target Condition
© 2012-14 Hank Czarnecki, Brandon Brown & Emiel van Est
Which behaviors do we have to focus onto make improvement successful?
- - - - . : . . - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
s = D x A x M
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Success =Direction x Ability x Motivation
The 3 things management must do:
Increase problem solving Ability
If any of the three componentsis 0….. we will fail.
Enable self-Motivation
Inspired by Toshio. Hofikiri
Give Direction
© 2014 Tilo Schwarz
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.LERNZONE.com -
Why is setting aDirection so important?
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© 2014 Tilo Schwarz- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . LERNZONE.com -
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Vital behavior #1: Create constant improvement-pullwith the Vision & Challenge as the Direction giver..
Set inspiring longterm direction to ensure sustainability through continuity. .....and rhythmically brake it down into guiding and synchronizing challenges.
Vision
© 2014 Tilo Schwarz
Challenge
Organization levelLong-term direction giver.
Too far away to motivate and guide specific Improvement Kata activity.
Distant6 months –3 years out
Value-stream levelSignificant customer- oriented challenge that will take a series of target conditions to achieve.
1 Week to3 Weeks out
Process levelDescribes the next desired process condition, to bereached by a specified date.
Vision: To boldly go where no one has gone before!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Challenge: I believe this nation should commititself to landing a man on the moon and returning himsafely to the earth before the end of the decade."
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
1st Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Next Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Next Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Next Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space CenterMission:AS11 Roll:44 Frame:6548
Next Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Beware: It is not about deploying numerical goals. They are notsufficient to give direction and synchronize improvement efforts
throughout the whole organization!
Example:What did John F. Kennedy really say on 26th of May 1961?
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Today mankind is able to fly 41,000 kmthrough space*. I believe that this nation should commit itself to increase this by 10%per year before the end of the decade."
"I believe this nation should commit itselfto landing a man on the moon and returning him safely to the earth before the end of the decade."
•JlKi Gagatinwas the first human 10round the earth ina spacecrah on 12thof Apri 1961.
I believe that this nation should commit itselfto shoot a man into space for a distance of384,400 km before the end of the decade."
© 2014 Tilo Schwarz.LERNZONE.com -
Here is what Deming said aboutnumerical goals...
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“A numeric goal accomplishes nothing without a method.Only the method is important, not the goal. "
“If you can accomplish a goal without a methodimproving the process , then why were you not
doing it last year?"
“There is only one answer: you were goofing off. "
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Improvement will only be continuos and sustainable when alwaysstriving for a challenge. Setting and checking standards at best
maintains the status quo.
Management by Exception
Professionals always strive for a challenge they can not yet masterand therefore continuously improve.
Amateurs react only in case of deviation and therefore drop behind.
+ - - - - - - :>
Improvement-PULL
1 3
Challenge
© 2014 Tilo Schwarz
Vital behavior #2: How to master the challenge…Increaseproblem solving Ability with the lmprovement-Kata.
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© 2014 Tilo Schwarz
1
Understand the
Direction
Grasp the Current
Condition
Establish Next Target Condition
PDCA Toward Target
ConditionTarget
Condtion?!
1 2 3 4
Next Target-ConditionBeware: Understand the Initial-Situation
before defining the first Target Condition
•s= D x A x M
LERNZONE.com -
ACT PLAN
CHECK DO
ACT PLAN
CHECK DO
ACT PLAN
CHECK DO
ACT PLAN
CHECK DO
ACT PLANACT PLAN
ACT PLANACT PLAN
ACT PLAN
CHECK DOCHECK DO
CHECK DOOCHECK D
CHECK DO
ACT PLAN
OCHECK D
ACT PLAN
CHECK DO
ACT PLAN
OCHECK D
ACT PLAN
CHECK DO
TargetCondition
Current Condition
ACT PLAN
CHECK DO
SO EACH STEP = A PDCA CYCLE
PDCA Cycles
A PDCA cycle may take only minutes. Suppose we decide, in pursuit of a target condition, to move some workelements from one operator to another.We take that step, observe that the outcome is not what we expected, but then recognize something else that couldgenerate the desired effect. That was a PDCA cycle.
For each step:• Define what you expect to happen• Observe what actually happens• Reflect and adjust if necessary
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How does the Coaching Kata work and
provide Motivation?
PDCACyclesRecord
LEARNER
The 5Questions
COACH
USE THESE TWO ROUTINES TO TEACH ANDFOSTER SYSTEMATIC, SCIENTIFIC ITERATION
The Five Coaching KataQuestions echo the scientificprocess. How to use them is described in the next part of this Handbook.
The PDCA Cycles Record is a toolfor conducting series of experiments against obstacles, one obstacle at a time. How touse it is described in this chapter.
© Mike Rother / Improvement Kata Handbo ok Iterate Toward the Target Condition 30
Which management pattern do we need to establishto enable self motivation?
s - D x A x MPeople are self motivated if they ...
•
are Able to do it,Want to do it... andAllowed to do it.
Success = Direction x Ability x Motivation
Inspired b.y:.._Toshio. Hofikiri - .LERNZONE.com -
© 2014 Tilo Schwarz
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Able to do it...People only learn 10% from offline-training. To increase problemsolving ability we must train the lmprovement-Kata on the job.
Understand the
Direction
Grasp the Current
Condition
Establish Next
Target Condition
PDCA Toward Target
ConditionTargetCondti
on?!
1 2 3 4
Vital behavior #3: The Coaching-KATA is the corresponding management-pattern to deliberately train the improvement-KATA and Motivate on the job.
© 2014 Brandon Brown Tilo Schwarz 39
SEE - Try to understand how the Learner is thinking(Coach is in an observing / questioning / listening mode)COMPARE - Compare this to the desired pattern -- “the corridor” -- specified by the Improvement Kata(Coach is in a judging mode)INSTRUCT - Introduce a course adjustment if necessary(Coach is in an instructing or guiding mode)
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ITʼS A “SEE-COMPARE-INSTRUCT”PATTERN OF COACHING
The SEE-COMPARE-INSTRUCT patterncan be repeatedseveral times within one coaching cycle
© Mike Rother / Improvement Kata Handbo ok Co aching Kata - Part 1 45
ASK YOURSELF THIS QUESTIONAFTER EACH EXPERIMENT
What is now preventing
the operators in the
process from being able
to work according to the
target condition?
© Mike Rother / Improvement Kata Handbo ok Iterate Toward the Target Condition 59
This perspective will keep you focused on the work processand help you work together with the process team.
Want to do it...If we want continuos improvement towards the challenges
we have to make sure, they have priority.
Q: How do we manage in a crisis situation?
A: Insist on getting a daily status report!
Translation : If something is really important management asks for it on a daily basis.
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If improvement does not match the priority of a crisis, then daily business willwin ...
and we will soon have a crisis!
Daily apply the Coaching-Kata, on all management levels.
© 2014 Tilo Schwarz
Allowed to do it...
Be careful! It is about how we apply theCoaching-KATA!
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If you want a self driven Motivated continuous improvement process truly give control.If you don't really mean it people will recognize soon- and stop!
© 2014 Tilo Schwarz
The 3 vital behaviors for making continuosimprovement part of the Culture!
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Give directionCreate a constant improvement pull.
Install the pull of the Vision & Challenge and review the Challenge at the end of each business quarter.
Increase problem solving abilitv
Always use the lmprovement-Kata when working on a problem.
Enable self-motivationWant to...set priority on improvement,Able to...train everybody in using theImprovement -Kala, Allowed to...truly givecontrol.
Daily coach people's work on the challenges with theCoaching-Kata on all levels. © 2014 Tilo Schwarz
Final Thoughts…
“We need leadership that understands the importance of planting orange trees, not management that quenches the lastjuice from picked oranges."
© 2014 Tilo Schw45