brandon.brown@w3groupllc - apics nw...

Brandon Brown, P. E.brandon.brown@w3groupllc.com

479-856-1919

Toyota Kata: Developing a Deliberate Culture Through Practice

and Effective Coaching

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

A Lean Conclusion

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.

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

How does the Improvement Kata work?

Our habitat

You are here

Waste Walk Temptations…•Problems•Waste• Improvement opportunities

Threshold of Knowledge

Waste walk, low hanging fruit

What can we improve?

Default

The Improvement KataA different approach…

Understand the Direction

Grasp the Current

Condition

Establish Next Target Condition

PDCA Toward Target

ConditionTarget

Condtion

1 Understand the Direction

Adapted from Unified Field Theory by Bill Constantino

Vision forCustomer

Challenge

2 Grasp the Current Condition

x Vision forCustomer

Challenge

3 Establish Target Condition

x TargetCondition

Vision forCustomer

Challenge

4 PDCA Toward Target Condition

TargetCondition

Vision forCustomer

Challenge

What must we Improve?

Threshold of Knowledge Expanded

What must we Improve?

Vision forCustomer

ChallengeNext TargetCondition

Do you see the difference?TROUBLESHOOTING

STRIVING

Going after• Problems• Waste• Improvement

opportunities

x TargetCondition

Striving to find your way towards a Target Condition

Which behaviors do we have to focus onto make improvement successful?

- - - - . : . . - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

s = D x A x M

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

.LERNZONE.com -

Why is setting aDirection so important?

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

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."

1st Target Condition

Next Target Condition

Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space CenterMission:AS11 Roll:44 Frame:6548

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?

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -16

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."

Here is what Deming said aboutnumerical goals...

“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. "

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

Challenge

Vital behavior #2: How to master the challenge…Increaseproblem solving Ability with the lmprovement-Kata.

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 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

How does the Coaching Kata work and

provide Motivation?

PDCACyclesRecord

LEARNER

The 5Questions

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.

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 -

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

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.

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)

ITʼS A “SEE-COMPARE-INSTRUCT”PATTERN OF COACHING

The SEE-COMPARE-INSTRUCT patterncan be repeatedseveral times within one coaching cycle

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?

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.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . LERNZONE.com -4 2

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.

Allowed to do it...

Be careful! It is about how we apply theCoaching-KATA!

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . LERNZONE.com -4 3

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!

The 3 vital behaviors for making continuosimprovement part of the Culture!

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . LERNZONE.com- 44

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.

Final Thoughts…

“We need leadership that understands the importance of planting orange trees, not management that quenches the lastjuice from picked oranges."

THANK YOU!

Brandon Brown, P. E.brandon.brown@w3groupllc.com

479-856-1919

brandon.brown@w3groupllc - apics nw...

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