About the IK

7/28/2019 About the IK

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Mike Rother/ Improvement Kata Handbook About the Improvement Kata

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ABOUT THEIMPROVEMENT KATA

Challenge


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THE IMPROVEMENT KATAMODELS THE CREATIVE PROCESS

The Improvement Katais an effective, universalhuman pattern for improving,adapting and innovating.

The pattern represented bythe Improvement Katamodel has probably beenaround for as long ashumans have been around.

Scientists & entrepreneursuse it every day.

However, this pattern isoften not the natural ordefault way that adults thinkand act.


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Vision

Current

Condition TargetCondition

Next

Obstacles

2 3 14

Challenge

1 In consideration of a direction or challenge...

2 Grasp the current condition.

3 Define the next target condition.

4 Move toward that target condition with PDCA, whichuncovers obstacles that need to be worked on.

ITS ABOUT LEARNING TO WORK SCIENTIFICALLYThe Improvement Kata is a 4-step routine that you practice daily

in order to make striving and scientific working a habit


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HERE ARE THE FOUR STEPS OF THEIMPROVEMENT KATA, IN SEQUENCE

321 4

Establish theNext TargetCondition

Target

Condition

PDCA Toward theTarget Condition

The 5Questions

GoandSee

PLAN

CHECK DO

ACT

C C

T C

Grasp theCurrent

Condition

Understandthe

Direction

What challenge

are we strivingto meet?

A step-by-step

discovery processbetween where weare and where wewant to be next.

What pattern

of operatingdo we want tohave next?

What is the

current patternof operating?


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Lets take a closer

look at the steps ofthe Improvement Kata

To get a sense forthe overall routine

The illustrations of the IK steps on pages 11-18are based on illustrations by Bill Costantino


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HOW DO ADULTS IN GROUPS (IN TEAMS & ORGANIZATIONS) TEND TOREACT TO A PROBLEM OR HANDLE A GOAL?

Whether in business, politics or daily life, we often think the best way is to deliberate over thecorrect answers and arrive at a consensus. (E.g., Lets have a meeting.)

Unfortunately this unsystematic and unscientific approach is useful only in simple cases where thesame path has been traveled before. Its not a good way of tapping our human learning capabilityand handling more complex and dynamic situations. It often leads to ineffective responses.

Why the deliberatingapproachoften fails in situations that arecomplex, dynamic or new:

--> Were debating from insideour current threshold ofknowledge. You dont knowwhat you dont yet know.

--> Our neural mechanismsare tuned to focus on theimmediate surface aspectsof situations.

--> Our brain tries to make sense

of unfamiliar information byautomatically filling in theblanks.

--> Complexity & unpredictabilityoverwhelm our brainsprocessing resources.

--> We tend to state untestedassumptions as facts.

A more effective way ofthinking and acting can betaught, but it takes practice(experiential learning)


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ITS UNSCIENTIFICDeliberating over answers beyond yourknowledge threshold is flying blind. Theres agrey zone between where you are and where youwant to be next, and the path cant be deterimined

in advance by logic and reason. You need toexperiment. Scientists are constantly adding toknowledge.

ITS UNCREATIVEIf youre just reacting to problems, rather thanproactively striving for something, entropy wins.

Entropy is always at work

ITS UNSYSTEMATICStabbing at problems in the hope that somethingwill work is not a methodical procedure.

ITS BIASEDWe dont realize how extensively ourunconscious predispositions, natural mentalshortcuts and beliefs influence how we see,think and react. The brain is a great servant

but a poor master.


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THE IMPROVEMENT KATA IS A SYSTEMATIC AND SCIENTIFIC APPROACH

It activates and mobilizes peoples creative capabilities to achieve challenging goals. Its a means ofdeveloping solutions and meeting challenges along uncertain paths. It can be used in business,education, politics and daily life.

The pattern of the Improvement Kata can be taught to anyone, but to learn it you have to practice it.


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THE IMPROVEMENT KATA IS A FOUR-STEP PROCESS, WITH TWO PHASES:A PLANNING PHASE AND AN EXECUTING PHASE

Note, however, that planning in this case is different from what you might think of as planning.Its not about just making an action plan.

Planning Executing


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THE IMPROVEMENT KATA INVOLVES LINKED GOALS

The pattern of the Improvement Kata is a fractal / scalable pattern thats applied at each level of anorganization. The first step of Improvement Kata ("Understand the Direction) entails understandingthe target condition from the level above you. (Ultimately this is linked to the strategic objective orchallenge at the organization or value stream level.) The third step of the Improvement Kata involves

defining the next target condition at your level, in the direction determined in the first step.

Comes from thelevel above you

At your level

Planning Executing


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STEP 1: UNDERSTAND THE DIRECTION. A breakthrough challenge is set at the organizationor value-stream level. It provides an overarching objective and rallying point for individual processimprovement efforts. The challenge relates to better serving your customer. This challenge may

come from a future-state value stream map.After this step, the rest of the Improvement Kata is applied at the individual-process level.

PLANNING PHASE - Where Do We Want to Go?

ExampleA future-state

value stream map

Understand

the

Direction

Grasp the

Current

Condition

Establish

the Next

TargetCondition

I te ra te

Toward the

TargetCondition


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STEP 2: GRASP THE CURRENT CONDITION. Now at an individual process, study the currentcondition there in detail following the steps of the Process Analysis kata. The results of thisanalysis represent your current knowledge threshold about the process youre looking at.

Understand

the

Direction

Grasp the

Current

Condition

Establish

the Next

TargetCondition

I te ra te

Toward the

TargetCondition


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STEP 3: ESTABLISH THE NEXT TARGET CONDITION. The purpose of studying the currentcondition is to obtain the facts and data you need in order to establish a descriptive process targetcondition in the direction of the challenge.

The target condition lies outside your current knowledge threshold and has a specified achieve-bydate thats between 1 week - 3 months out. The target condition describes in some detail how you

would like the focus process to be functioning on the achieve-by date.

Understand

the

Direction

Grasp theCurrent

Condition

Establishthe Next

TargetCondition

I te ra teToward the

TargetCondition


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NOW THERE IS THE GREY ZONE. You dont know exactly how youre going to get to thetarget condition by its specified achieve-by date. The grey zone is a learning zone.

EXECUTING PHASE - How to Get There

Understand

the

Direction

Grasp the

Current

Condition

Establish

the Next

TargetCondition

I te ra te

Toward the

TargetCondition


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YOU DONT WORK ON EVERY POSSIBLE OBSTACLE. You only need to resolve thoseissues that you find are preventing the process from working in a way consistent with the nexttarget condition. From each experiment you gain new information and adjust your next stepaccordingly, to iteratively find your way to the target condition by the achieve-by date.

Understand

the

Direction

Grasp theCurrent

Condition

Establishthe Next

TargetCondition

I te ra teToward the

TargetCondition


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NOW YOU ARE HERE. There is a new threshold of knowledge and a new current condition.And the Learner has gotten more skillful in applying the Improvement Kata pattern.

Understand

the

Direction

Grasp the

Current

Condition

Establish

the Next

TargetCondition

I te ra te

Toward the

TargetCondition


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REPEAT THE PATTERN. The pattern of the Improvement Kata repeats as you set and thenstrive to achieve your next process-level target condition toward the overarching breakthroughchallenge. It takes a series of target conditions to reach the challenge.

Understand

the

Direction

Grasp the

Current

Condition

Establish

the Next

TargetCondition

I te ra te

Toward the

TargetCondition


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ONE THING WE CAN KNOW IS METHOD

Theres always a threshold of knowledge around us, so its impossible to make completely accuratepredictions about the future. This is especially true in complex, interconnected systems.

But with the pattern of the Improvement Kata you have a method for navigating that territory.


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THE IMPROVEMENT KATAIS A META ROUTINE

Its working on how you think

Every organization has work routines. The patternof the Improvement Kata is a different and particularlypowerful routine because its a meta routine. Its a "meta-

habit" that aims to change your mental operating systemso your human capabilities come to greater fruition.

To understand this, separate WHATyoure working on fromHOWyoure working on it. The Improvement Kata focuseson the HOW. That is, the improvement kata is a content-free pattern for how to go about improving, adapting andinnovating.

Skills are usually domain-specific. You don't learn to playbaseball by practicing soccer. But the pattern of theImprovement Kata is a way of working toward anyobjective. Practicing the pattern of the Improvement Katadevelops mindset and habits for achieving challenginggoals. It creates a change in your organizations culturethat facilitates continuous improvement.


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THE IMPROVEMENT KATA GIVES YOU SOMETHINGTO HANG ONTO WHEN THE PATH IS UNCERTAIN

Its a kind of security blanket

The Improvement Kata gives you a way of having fewernegative emotions and more confidence and motivationwhen you navigate unclear territory. Ive never done thatbefore, but I know how to figure it out and find the way. Ithelps you experience uncertainty more as an opportunity.


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THE CHAIN REACTION WERE LOOKING FORPracticing the Improvement Kata moves people from a

predictable-zone mindset to an exploratory mindset

When teams practicethe Improvement

Kata they becomemore skillful andcompetent atmeeting challenges...

... because they learnto work iterativelyand scientifically.

Self-Efficacy = The belief that you can master a situation

Self-Efficacy is learned!

As a result, they growmore comfortable with

unpredictable paths

Which allows themto be more opento new challenges!

IncreasedSkill

SelfEfficacy Openness toChallenges


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The Improvement Kata pattern is a

fundamental way of working at Toyotaand there are several activities where thispattern gets utilized and reinforced. Theseinclude daily management, daily problemsolving, quality circles, improvementevents, standard work, Toyota BusinessPractices and A3s. We found theImprovement Kata pattern being practiced

with each of these activities, and it isultimately taught to everyone at Toyota.

THE IK IS TOYOTAS FUNDAMENTAL PATTERNFOR IMPROVING, ADAPTING & INNOVATING

However, keep in mind that at Toyota the Improvement Kata pattern isactually lodged in its people; specifically in its seasoned coaches whoguide Learners in repeating this pattern of thinking and acting.

This means that just copying those visible Toyota activities such as

A3s without bringing along the enabling coaching environment isunlikely to change much. Mindset change and skill development comefrom correct & frequent practice of a pattern, not just from participatingin Toyota-style activities.

Teams and organizations outside Toyota would do well to begin withmore structuredIK & CK routines for Learners and Coaches to practice,like those in this Handbook, and over time develop their own activities.


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Lean solutions (tools, techniquesand principles) to improve quality,cost, delivery

The Improvement Kata routineof thinking & acting

Managers as coaches forpracticing that routine

Visible

LessVisible

THE IMPROVEMENT KATA & COACHING KATAARE THE LESS VISIBLE PART OF LEAN

Practicing the Improvement Kata embeds improvement,

adaptiveness and innovation in daily workIf we teach Lean solutions without also teaching the ImprovementKata routine, were unlikely to develop the disposition forcontinuous improvement that characterizes Toyota and Lean.


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Lean tools, techniques and principles to improve quality,cost and delivery are as useful and important as ever, butthey should be applied within the context of theImprovement Kata. What are you trying to achieve?

Lean tools are brought in (pulled) situationally as needed.The mindset youre trying to develop is one of workingiteratively to discover and do what is necessary toachieve a goal, as opposed to a mindset of pushing andimplementing pre-defined solutions or tools.

For example, if a kanban system will help a team achieveits target condition, then at that point kanban is brought

in and utilized. Teams stay focused on their next targetcondition.

This approach makes our efforts more meaningful andsuccessful. It teaches us more scientific & effectivehabits of thinking and acting.

HOW DO THE LEAN TOOLSAND PRACTICES FIT IN?


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Dont just draw a current-state map, highlight problems and goafter them. Draw a future-state map of how you want the valuestream to flow, and then use the pattern of the ImprovementKata to get the value stream to function that way.

FOR VALUE STREAM MAPPERSThe pattern of the Improvement Kata is

how to achieve your future-state map!

Current StateVS Map

Future StateVS Map

Using the Improvement Kata to systematically move towardyour future-state design

CC TC CC TC CC TC CC TC

CC = Current Condition, TC = Target Condition


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THE IMPROVEMENT KATA IS FRACTALIt can be practiced anywhere in an organization

Fractal depiction by Mr. Emiel van Est

3

2 4

1

Its a decentralized process thats connected and alignedthrough an overarching strategic challenge and a common way

of working (the Improvement Kata) toward that challenge


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THE IMPROVEMENT KATA CONNECTSTHE STRATEGIC AND THE OPERATIONALPursuing a challenge is a key for achieving alignment

Coaching application ofthe Improvement Kata ismiddle managements job

Establishing directionis part of leadership

TargetCondition

CurrentCondition ChallengeObstacles Vision

LeadingConcentrating on strategicvision & setting challenges,and ensuring managers teachthe Improvement Kata pattern.

ManagingDaily striving to achieve thenext target condition, throughcycles of experimentation.


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THE IMPROVEMENT KATA IS ABOUTPROACTIVELY STRIVING FOR A NEW

STATE, NOT JUST REACTING OR HUNTING

Troubleshooting Proactive Striving

A step-by-step process aimed ata desired, new target condition.

Each step is taken relative to ahypothesis (prediction), andwhat you learn from that stepinfluences the next step.

Reacting to problems. Youhave to do this because

problems happen, but its notenough for competitiveness.

Reacting to improvementopportunities someone sees.


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THE DIFFERENCE BETWEEN STRIVINGAND TROUBLESHOOTING

Diagram by Emiel Van Est


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CONTINUOUS IMPROVEMENTREQUIRES PROACTIVE STRIVING!

Thriving in unpredictable, competitive circumstances involvessystematically striving toward something, not just reacting toproblems. Reacting to problems (troubleshooting) is necessary,but alone is not sufficient for sustained competitiveness.

To achieve continuous improvement, adaptation and innovationa portion of everyones workday should involve striving towardthe next challenge and target condition

StrivingReacting &Troubleshooting

The Workday

Striving brings you to

knowledge thresholds andforces you to learn & adapt

Troubleshooting mostlymeans trying to maintain

Note: The striving activity described in this guide only takes up a smallportion (a slice) of each day, and the individual steps can be small.


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THE ACTION OF INNOVATIONMeeting a challenge involves lots of small steps

We like to talk about our outcomes, our inventions, and tendto overlook the day-to-day enterprise of the steps that get usthere; the successive target conditions and all that iteration.

Unlike what you may think, the actionof innovationis the day-to-day work

of iterating toward a challenging goal.

When you realize that progress arisesfrom accumulation of steps, oftenacross the organization, it makesgreat sense to develop the capabilityof people in the organization to dofocused, systematic continuous

improvement on their processes.


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KEY POINTFOR MORE EFFECTIVE TEAMWORK

Dont ask a team, What can or should we improvehere? Dont go on a waste hunt.

Whenever we do something we are creating neuralpathways and, ultimately, habits. It may seem like agood idea to begin with waste walks or waste huntsin order to sensitize people about waste. But whatyou are actually doing is starting a mental habit ofmaking random improvements. That approach may notlead your organization to sustained competitiveness.

First take time to consense on a targetcondition.

(This will require you to understand the desired

direction and to grasp the current condition.)

Then work together to overcome theobstacles to that target condition, oneobstacle and one step at a time, followingthe PDCA cycle.

TargetCondition


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WHAT CANWE IMPROVE?versus

WHAT DO WE NEEDTO IMPROVE?

Target

Condition

Simply asking people, What can we improve?is not aneffective way of continuously improving, generatingteamwork and empowering people:

Everyones viewpoint is naturally limited and biased We quickly get overwhelmed with diverse action items Theres only limited time each day for improvement

Try instead to focus on what you needto do to improve.The Lean revolution means kaizening everywhere, but noteverything. It involves working on those things that move awork process from its current condition to a defined nexttarget condition.

Tackling the obstacles to an agreed-

upon target condition is a great placeto bring everyones ideas into play!


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We wantto behere

We arehere

UnclearTerritory

Obstacles

THE PATTERN OF THE IMPROVEMENT KATAPUTS YOU ON A JOURNEY

OF PRACTICE AND DISCOVERY


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ONE MORE THING

Once you start applying the Improvement Kata to a process,

you shouldnt stop


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VisionCurrent

ConditionTarget

Condition

Next

Obstacles Challenge

DISASSEMBLING THE IMPROVEMENT KATA

PARTS II and III of this handbook will take youthrough the details of the Improvement Kata

and the five kata for you to practice

1: Understand the Direction

3: Establish the Target Condition

4 & 5: Move Toward the Target Conditionwith PDCA and Coaching Cycles

2: Grasp the Current Condition


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PRINT OUT THE POSTER

ON THE NEXT PAGE AS A GUIDE

KEEP THE POSTER IN VIEW ASYOU GO THROUGH THE HANDBOOK


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Mike Rother / Improvement Kata Handbook About the Improvement Kata

About the IK

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