daily, deliberate practice of kata experimentation …...practice of the improvement kata ... model...

11/16/2017

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DAILY, DELIBERATE PRACTICE OF KATA

EXPERIMENTATION ON ORGANIZATIONAL

CULTURE… IS HOW YOU DEPLOY TK

Deliberate Practice of

new behaviors

Drives the formation of new habits

Habit formation leads to either fixed or growth

Mindset

The sum of an organization’s Mindsets and

behaviors = Culture

KATA STARTS HERE.…. SO WE CAN MOVE THIS

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Vision Next

Target Conditio

n

Current Conditio

n

Obstacles Challenge

CONNECTING STRATEGY & EXECUTION

By Mike Rother

Execution Strategy

Leaders establish the organizationʼs strategic concept (the “rallying point” or overall direction)

Managers develop people by coached practice of the Improvement Kata in the direction of the challenge

The role of Challenge in an organization

2 weeks – 1 month

Successive T/Cs to achieve the

Challenge

Distant

Often General

“Principles”

1-3 years

Concrete Hard Metrics

THE KATA TRAJECTORY

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Assignment #1

Write out your Challenge Statement in this form: It would be “_____________________” if by ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________we were: So that we achieve: Outcome Metrics: • _______________ • _______________

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Assignment #1

Write out your Challenge Statement in this form:

It would be __(use a descriptor more powerful than “great” or

awesome”…think COLOSSAL or MAGICAL…)_ if by _enter date 6mo - 1

years from today we were:

(on these lines write the “what” the_ operation/business/environment will look like;

it may include the “How” of the strategy or techniques you think you may use…to

go about reaching the Challenge and the Outcome Metrics) BUT DONT WRITE

SOLUTIONS (that’s why we PDCA against Obstacles!!!)

So that we achieve: Outcome Metrics: • Metric #1 • Metric #2 • Metric #3……

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Below is a manufacturing example:

It would be…GLORIOUS if by 1/1/2019, we could eliminate overtime which would give everyone a better quality of life, having reduced the required machinery by ½ to open up floor space for new product capacity, so we accomplish:

Outcome metrics of:

• No mandatory weekends

• Overtime = 0%

• Scrap < 2.5%

• First Pass Yield < 98%

• Employee Satisfaction survey < 80%

Writing your Challenge

From Expanding Upward Section

pp. 89-115

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PLANNING EXECUTING

Understand the

Direction or Challenge (from level above)

Grasp the Current

Condition

Establish the Next Target Condition

Iterate Toward the

Target Condition

Value Stream Level

Value Stream Loop Level

Process Level

Organization Level

THE IK PATTERN IS USED AT ALL LEVELS The content is different, but the pattern of thinking is the same

By Mike Rother 8

(Organization’s vision and strategic objectives)

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PLANNING EXECUTING

Understand the

Direction or Challenge (from level above)

Grasp the Current

Condition

Establish the Next Target Condition

Iterate Toward the

Target Condition

Current State Value Stream

Mapping

Future State Value Stream

Mapping

Value Stream Level

Value Stream Loop Level

Process Level

Organization Level

THE IK PATTERN CONNECTS THE LEVELS A Target Condition at one level is the Direction for the next level

Longer-Cycle Experiments

Short-Cycle Experiments

By Mike Rother 9

Emergency Dept

Kata Challenge Statement

It would be “Smashing” if by 9/30/2018, the ED has a

proactive and efficient method for continual

communication with LAB, Radiology, and House

Supervisor so that capacity in the ED can be adaptive

and dynamic in order keep patient flow performing at

the highest level for patient satisfaction: So that we achieve:

Outcome Metrics:

• Admit LOS < 260 minutes

• Patient Satisfaction > 50th percentile

From Expanding Sideways Section

pp. 117-130

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Gear Technologies

The Kata Journey

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• 327,000 sq. ft. facility • 431 Employees

• Products • Transfer case components • VVT components • Timing drive components • Water pump sprockets • Balance shaft sprockets • Compressor valve plates • Transmission Gears and Shafts • Balance Shaft Gears • Scissor Gears • H/P Aftermarket Timing Components

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PARIS

SUBIACO

LEVELS OF IK/CK SKILL DEVELOPMENT Our Continuous Coaching Commitment to YOU, the Client: Deployment follows a pattern just like IK/CK and in order

to coach the Improvement Kata, managers first need experience with applying the Improvement Kata so you can:

AWARE of it Concepts alone generally don’t change anything

Skill development begins here Learning begins when you start applying the Improvement Kata yourself

Able to DO it

Able to TEACH it Here you understand the thinking behind the “Starter Kata” and can teach others

By Mike Rother

Able to EVOLVE it Now an organization can evolve its own Kata (practice routines)

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2017 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

MPG KATA DEPLOYMENT

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IK/CK #1 & #2 = Improvement Kata and Coaching Kata Skill Week #1

- VSM - BUZZ

- KATA SKILLS WEEK #1

- #1 IK/CK - #2 IK/CK - KATA OF KATA

Agreement to go ½ way with a FULL Kata Deployment = 9 months

MPG KATA DEPLOYMENT

VALUE STREAM MAPPING BUZZ ELECTRONICS

KATA WORKSHOP

KATA SKILLS WEEK

SUBIACO - MARCH 2015

BILL KRAUS – EXTERNAL KATA COACH/INSTRUCTOR

BRANDON BROWN– EXTERNAL MASTER KATA

COACH

AWARENESS

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From Planning pp. 15-62

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VICE PRESIDENT OF QUALITY & CONTINUOUS

IMPROVEMENT

PLANT MANAGER

DIRECTOR OF HUMAN RESOURCES

CI / EMPLOYEE DEVELOPMENT

DIRECTOR ENGINEERING

PROCESS ENGINEERING MGR.

QUALITY &

CONTINUOUS

IMPROVEMENT

MANAGER

The Advance Group is working on a Process level Starter Kata to learn the scientific thinking pattern they will soon Coach and Teach!

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MPG KATA DEPLOYMENT AWARENESS/ABLE

From Executing pp. 63-88

2017 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

MPG ADVANCE GROUP MEMBERS TEACH ADDITIONAL SUBJECTS IN BUZZ /KATA SKILLS WEEK

- VSM - BUZZ - KATA SKILLS WEEK #3

- #5 IK/CK - #6 IK/CK



MPG ADVANCE GROUP MEMBERS TEACH 3 SUBJECTS IN BUZZ / KATA SKILLS WEEK #2 - VSM

- BUZZ


- #3 IK/CK - #4 IK/CK

MPG KATA DEPLOYMENT

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IK/CK #3,4,5, & 6 = Improvement Kata and Coaching Kata Skill Weeks #2 & #3

Agreement to go ½ way with a FULL Kata Deployment = 9 months

From Expanding Upward Section

pp. 89-115

Value Stream Loop from Powder Presses added to Katas

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VP OF QUALITY & CI ADVANCE

GROUP 2nd COACH AND TEACHING ”UNDERSTAND DIRECTION” AT

KATA SKILLS WEEK

QUALITY & CI MANAGER ADVANCE

GROUP 2nd COACHING AND TEACHING PDCA AT

KATA SKILLS WEEK

PARIS, AR PLANT MGR

AND ADVANCE

GROUP LEARNER AT KATA SKILLS

WEEK

PARIS PLANT MGR AND ADVANCE

GROUP LEARNER AT KATA SKILLS

WEEK

ASST. PLANT MGR – ADVANCE GROUP

LEARNER AT PARIS, AR AT KATA SKILLS WEEK

ABLE TO DO IT – Add the Paris, AR Plant

MPG KATA DEPLOYMENT

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From Expanding Sideways

pp. 89-115

MPG ADVANCE GROUP MEMBERS TEACH ADDITIONAL SUBJECTS IN BUZZ / KATA SKILLS WEEK #3

2017 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

- VSM - BUZZ



MPG ADVANCE GROUP MEMBERS TEACH 3 SUBJECTS IN BUZZ /

KATA SKILLS WEEK #2 - VSM - BUZZ


- #3 IK/CK - #4 IK/CK


- #10 IK/CK - #11 IK/CK


- #5 IK/CK - #6 IK/CK

MPG ADVANCE GROUP MEMBERS TEACH ALL SUBJECTS IN BUZZ / KATA SKILLS WEEK #4

VSM - - BUZZ - KATA SKILLS WEEK #4

- #7 IK/CK - #8 IK/CK - #9 IK / CK


- #12 IK/CK - #13 IK/CK - #14 IK / CK

MPG KATA DEPLOYMENT

IK/CK #7-#14 = Improvement Kata and Coaching Kata Skill Weeks #4, #5 & #6. Deployment spreads to the Paris, AR Facility

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pp. 89-115

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ABLE TO TEACH IT

MPG KATA DEPLOYMENT

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MPG KATA DEPLOYMENT ABLE TO TEACH IT

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From Conclusion – Develop Your Own

Way pp. 31-146

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ABLE TO EVOLVE IT

MPG GEAR TECHNOLOGIES KATA DEPLOYMENT

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MPG ADVANCE GROUP MEMBERS TEACH ADDITIONAL SUBJECTS IN BUZZ / KATA SKILLS WEEK #3

2017 2015 2016 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

- VSM - BUZZ



MPG ADVANCE GROUP MEMBERS TEACH 3 SUBJECTS IN BUZZ /

KATA SKILLS WEEK #2 - VSM - BUZZ


- #3 IK/CK - #4 IK/CK


- #10 IK/CK - #11 IK/CK


- #5 IK/CK - #6 IK/CK

MPG ADVANCE GROUP MEMBERS TEACH ALL SUBJECTS IN BUZZ / KATA SKILLS WEEK #4

VSM - - BUZZ - KATA SKILLS WEEK #4

- #7 IK/CK - #8 IK/CK - #9 IK / CK


- #12 IK/CK - #13 IK/CK - #14 IK / CK

MPG KATA DEPLOYMENT

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- VSM - BUZZ


- #19 IK/CK - #20 IK/CK

- VSM - BUZZ


- #21 IK/CK - #22 IK/CK

22 IK/CK BY 2ND

QUARTER 2017

18 IK/CK IMPLEMENTED AFTER FIRST 2

YEARS


- #15 IK/CK - #16 IK/CK


- #17 IK/CK - #18 IK/CK

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IK/CK #15-#22 = MPG ready to teach and evolve Kata past the starter Kata

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pp. 89-115

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Q1

2015 2016 2017 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

11 Challenges Completed in first 2 years TOTAL = $1,053,798 12 x Return on Investment

KATA 3 $83,587

KATA 4 $37,724 CHALLENGES LAUNCHED

CHALLENGES CLOSED

KATA 5 $144,612


CHALLENGES CLOSED

KATA 7 $23,360

KATA 8 $72,200


CHALLENGES CLOSED

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KATA 10 $86,642


CHALLENGES CLOSED

PROCESS IMPROVEMENT

MPG KATA DEPLOYMENT

KATA 1 $134,054

KATA 2 $53,858

CHALLENGES LAUNCHED

CHALLENGES CLOSED

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Baptist Management System

The information presented in the following presentation are meant as a showcase of what our best, most motivated users have achieved. Expected

outcomes and results may vary. All testimonials are real, may not reflect another user's experience, and are not intended to represent or

guarantee that anyone will achieve the same or similar results.

PDSA

Model based on the Toyota Kata book & research by Mike Rother

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Show me your thinking

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1. All hospitals 2. BMG 3. Corporate HR 4. Baptist Trinity 5. Baptist Technology Services 6. Research 7. Baptist College of Health

Sciences 8. Baptist & Semmes

Murphey joint venture 9. Semmes Murphey

Daily Practice Routines (KATA)

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Our Mental Model

Model based on the Toyota Kata book & research by Mike Rother

A Meta-Routine stays the same regardless of the circumstances-a routine way of acting and thinking.

Kata is an iterative process!

PDSA

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On a Mission to Create Sustained

Improvement through an Engaged Organization

KATA your KATA

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Kata Skill Development

NOVICE

ETERNAL LEARNER

PROFICIENT

COMPETENT

ADVANCED BEGINNER

Dreyfus Model Skill Acquisition 5 levels of progress in learning a skill with

coaching

Aware

Able to Do

Able to Coach

Able to Teach

We use the

Dreyfus Model Tool to determine what needs to be practiced to increase skill

Creating Sustained Improvement

through an Engaged Organization

Shepherding Group(s) are charged with actively monitoring and guiding

the organization’s Kata development and expansion



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A. Shepherding Group Members

a. Typically 5-7 members

b. Executive Sponsorship (Membership Preferred)

B. Experience shows it is best if Shepherding Group Members have practiced Kata as a learner, coach, second coach and mastered the skills

C. Steer development & Set Challenges

D. Kata the Kata!





Exceptional coaches are typically

individuals that are avid learners, adopting Kata mindset and therefore can assist the Shepherds in teaching/coaching the desired mindset across

the organization.

Shepherding Group membership evolves as Kata expansion occurs and exceptional coaches are

developed and brought into the group.

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Kata Deployment – Who Goes First and How to?

Scouts Shepherding Group

• Middle Managers

• Executive Sponsorship

Initial Wave (3x the number of processes)

“Month” 1

Practice

Learner Senior Person

Coach Natural Process Owner

2nd Coach Manager

“Month 2”

Quality

“Month 3”

Skills Assessed

Coach

2nd Coach

Learner

2nd Coach

Learner

Coach

Next Wave

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Coaching Kata Deployed

Director/Executive

Managers

Supervisors

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Process

Supervisor

Manager

Director

Team 2nd Coach

Learner

Coach

1st Coach Notebook



Process

Supervisor

Manager

Director

Team 2nd Coach

Learner

Coach

2nd COACH Notebook



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We Have Developed additional tools

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Kata: Reduce Operating Room Turnaround to 16-17 min

BAPTIST DeSoto DEPLOYMENT

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Kata: Reduce time to OR Holding < 30 min; increase 07:30 On Time starts


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Kata: Increase 07:30am First Case Patients Come for PAE prior to

DOS to > 95%


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Kata: Increase ALL OR Case Patients Come for PAE prior to

DOS to > 90%


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Kata: OR TAT < 25 min and First Case On Time Starts > 90%

BAPTIST MEMPHIS DEPLOYMENT

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I love the thought process that is generated using KATA. KATA can be used in every aspect of life when attempting to solve a problem

- Linwood White, Director of Emergency Services, RN,

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Kata has given us a system of thinking that has allowed us to move the dial in regards to operating room efficiency like we never have before. Not only has Kata provided a catalyst for rapid change, but allowed us to shape behaviors and change a culture. - Matthew Dane, Associate CNO, RN, DNP

Kata: OR TAT < 25 min and First Case On Time Starts > 90%

+20% increased case volume

Kata: ED Length of Stay


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-11% -10%

FY 15 Average = 355 min FY 16 Average = 297 min FY 17 Average thru July = 276 min (-79 min)

FY 15 Average = 225 min FY 16 Average = 202 min FY 17 Average thru July = 188 min (- 37 min)

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Kata: ED Length of Stay


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-51%

Started Kata May FY 16 Started TWI - JI

Shepherding Kata work on CLABSI - Oct FY 17

0

20

40

60

80

100

120

140

FY 14 FY 15 FY 16 FY 17

133

104

43

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CLABSIs


Kata: Reduce Central Line Acquired Blood Stream Infection (CLABSI)

A single CLABSI can cost the organization $40,000

Kata has reduced CLABSIs from 43 – 9 = 34 fewer patients experienced a CLABSI FY16

over FY17 YTD 48

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“Because of TWI – JI Shepherding KATA we have had a planned and controlled deployment with follow up validation, we have seen wonderful outcomes in many areas. Most significantly would be deployment of Foley Insertion/Peri Care JIB’s to nursing, with the contingency that only nurses who have received the JIB training can insert foley catheters. We are confident this has led to the steady decline in CAUTI events in our hospital due to the JIB, TWI training, and validation on-going. TWI training with the JIB has provided our staff the training and tools for standard work to prevent harm and reduce infections relating to foley catheters. “ - Judy Mann, TWI-JI Shepherd, Education

Kata: Catheter-associated Urinary Tract Infections (CAUTI)

A single CAUTI can cost the organization $9,000 Kata has reduced CAUTIs from 29 – 12 = 17 fewer patients experienced a CAUTI FY16 over FY17 YTD


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“Kata has really changed the way our people think all the way to a

personal level in your day to day life. Here at Baptist, it has helped us

achieve a lot of our strategies that the organization has set for us. We

have strategically deployed Kata in areas that would help us achieve our

goals. I think all of our people work much better together because of

Kata. It has brought a lot of structure, and at the same time Kata has

given us the ability to be creative thinkers.

Beyond the Kata work, I have clearly seen evidence of this way of

thinking in the business cases that are submitted for a particular piece of

capital or a need for seasonal nurses, and it has been embedded in the

way we look at the way we define the Challenge, the Current Condition,

the Target condition, the obstacles, and I don’t think our people really

realize they are using it. It has become just the way we naturally think

now.

-Michelle Smith, Memphis Hospital

Chief Nursing Officer

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FROM A RECENT INTERVIEW

11/16/2017

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Continuous Coaching Commitment, LLC, actively coaches 115 IK/CKs Storyboards and 12

Advance/Shepherding Groups on a daily basis each month at various Baptist Memorial Hospitals,

Clinics, and the Corporate Headquarters in Memphis, TN

Total Verified Savings the Memphis Hospital in

FY2017 alone = $5,173,898

DAILY, DELIBERATE PRACTICE OF KATA

EXPERIMENTATION ON ORGANIZATIONAL

CULTURE… IS HOW YOU DEPLOY TK

Deliberate Practice of

new behaviors

Drives the formation of new habits

Habit formation leads to either fixed or growth

Mindset

The sum of an organization’s Mindsets and

behaviors = Culture

KATA STARTS HERE.…. SO WE CAN MOVE THIS

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THANK YOU, FOR THE

GIFT OF YOUR TIME!

“Focus on the People, and the numbers will come…

Focus on the numbers, and the people will Go!”

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TM

Brandon Brown, P. E.

[email protected]

479-856-1919

daily, deliberate practice of kata experimentation …...practice of the improvement kata ... model...

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