Förbättringskata & Coachingkata - Toyota Kata...

revere s e e r e f l e c t a c t

Playing with lean

A hands-on simulation game where you learn the improvement kata pattern to establish a goal and then experiment toward it from round to round while also testing the role of leadership coaching.

After this training you should also be able to run this workshop yourself and all slides and materials will be shared afterwards.

Agenda

Short intro on Kata

Simulation

Summary

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Revere AB

BOOKS

CONSULTING Industry, healthcare service, media, mm >15 countries, > 25 years

Pia Anhede, MSc Joakim Hillberg, MSc/MBA

ACTION LEARNING Production Service/ admin Healthcare

+46 705 43 80 48 [email protected]

+ 46 705 74 68 12 [email protected]

NETWORK

TRAINING, MASTER MEETINGS & CERTIFCATION

http://www.leanforum.se/


Preparations

Watch movie (10 min) https://www.youtube.com/watch?v=oPYm89AANb0

Split class into groups of 4-5 people and place each group on one table

Every groups should have the following on their table

– A puzzle

– Pen

– Timer (smartphone works best)

– A template (see separate file)

– Reflection card, one card per person (see separate file)

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You cannot just copy those who are successful at it ? (e.g. Toyota)

… or just use methods and tools?

The challenge is to create a culture of continuous improvement (PDCA/scientific thinking)

100>1

… or just chase waste?


Understanding of lean

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Gen 1 Methods and tools Value stream mapping, 5S,

standardized work …

Gen 2 Leadership and principles Liker’s 14 management principles

Spear Decoding the DNA of Toyota

Gen 3 Behaviours Kata

Gen 4 ??


The Improvement Kata

The research behind

Challenge driven improvements

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Finding:

If you study Toyota’s management system enough, a common pattern of thinking and acting emerges, which is evident at all levels inside the company.

The research was guided by these two questions:

1. What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and agility?

2. How can other companies develop similar routines and thinking in their organizations?

Vision

Next Target

Condition

Current Condition Obstacles Challenge


Kata skills

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Synliga

Mindre synligt

Lean tools and techniques to improve the business.

• A systematic, scientific way of thinking and acting

• Managers as the teachers of that way.

Changes the organization’s behavior to a culture focusing on the strategic challenges.


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Question 1

I’ll roll a dice 3 times and sum the numbers.

The sum will be a number between 3 and18

Before I roll, please write down:

What will be the sum of the 3 rolls?


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Those of you who wrote the

incorrect sum

How do you feel?


Neutral,

It is just random


Question 2

2, 4, 6, 8, 10, 12, ?

What would be the next number in this series?


Question 2

2, 4, 6, 8, 10, 12, 2

Those of you who wrote the wrong number

How do you feel?


Hallå !


What was the difference about these

two scenarios?


How easy is it to spot the current knowledge threshold?

What would be a good answer for the two questions?

Why don’t we say that?

No facts

Current knowlegde threshold

2, 4, 6, 8, 10, 12,

Predictable zone


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There is always a knowledge threshold

But when we don’t see it, we set a course and go rather than testing, learning and adapting. Here is where the trouble begins.

Action plan, voting,

prioritizing

False security


Our brain tricks us Which line is the longest?

www.revere.se/kata.htm katatogrow.com


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Ca y u rea t is?

READ WHAT YOU SEE


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Can you read this?

Our amazing brain filled in the blanks!

READ WHAT YOU SEE


IUMRING TQ GQNGIUSIQNS

Can you read this


Our brain jumps to conclusions instead of saying: “I don’t know”

IUMRING TQ GQNGIUSIQNS


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Current Knowledge Threshold

OUR BRAIN FILLS IN THE BLANKS AUTOMATICALLY


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THIS COGNITIVE MECHANISM HELPS US GET THROUGH THE DAY

But it also causes problems We often don't notice our Knowledge Thresholds.

We feel quite sure and make faulty decisions.


The two problems

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Current knowledge threshold

Our brain fills automatically in the blanks

We don’t see the knowledge threshold

2, 4, 6, 8, 10, 12,

Predictable zone


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Born

Scientific Thinking

It's not our default mode. We are bad at scientific thinking, due to those natural, unconscious mental mechanisms.

Learned through Practice

Kata in the Classroom / katatogrow.com


Purpose of Kata

How to practice, both practically and systematically, in making challenging, strategically-relevant improvements.

To train leaders in how to lead and coach challenge-driven improvements.

This can change an organization’s behavior and culture to one of continuous improvement and scientific thinking.

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Today we'll practice the pattern of the

It's a scientific routine for achieving tough goals

www.katatogrow.com

A is a routine you practice, so it's pattern becomes an automatic habit that gives you some new skills!

www.katatogrow.com


4. Conduct Experiments to get there

THE FOUR STEPS OF THE IMPROVEMENT KATA APPROACH

2. Current Condition

3. Target Condition

1. Challenge



You don't have to reach the overall challenge right away.

The path is not predictable or straight.

You experiment to get to the next goal, which makes it scientific.



3. Target Condition

1. Challenge


For this exercise we'll build this 15-piece puzzle

several times, and experiment with ways

to do it faster

www.katatogrow.com

Choose a Team Name

Select a Data Recorder Write your team name on the forms in the kit

Select a Timekeeper Use your smartphone

THREE THINGS TO DO NEXT:

www.katatogrow.com

Go ahead and build the puzzle one time!

• Study the picture.

• Build the puzzle.

www.katatogrow.com

TODAY'S GROUND RULES

(1) "START Position" = - Puzzle pieces shuffled in random order

- Pieces face down in one stack

- Hands flat on the table

(2) All Teams Start Together a. Instructor calls "START"

b. Build the puzzle (talking allowed, all can

participate)

c. Note the elapsed time on your form

(3) Please Don't Write directly on the

Puzzle www.katatogrow.com

Now let's do

the four steps of

the Improvement Kata

www.katatogrow.com




3. Target Condition

1. Challenge

Step 1: UNDERSTAND THE CHALLENGE

15 seconds




3. Target Condition

1. Challenge

Step 2: GRASP THE CURRENT CONDITION



LET'S ESTABLISH A BASELINE TIME FOR YOUR TEAM

Record your time here

www.katatogrow.com



1. Challenge

Step 3: ESTABLISH YOUR NEXT

TARGET CONDITION

What puzzle build time does your team want to reach today? (In this class period)

15 seconds

3. Target Condition


EACH TEAM

www.katatogrow.com

DRAW YOUR TARGET CONDITION LINE ON THE 'EXPERIMENTING' FORM

TC

www.katatogrow.com


Step 4: CONDUCT EXPERIMENTS TO GET THERE


3. Target Condition

1. Challenge



HOW WE'LL EXPERIMENT 3 Minutes per Round

Instructor calls "START"

Build the puzzle

Note the elapsed time on your form

Based on what happened, discuss your

learnings and then plan what to do next

Write ideas you want to test onto the form

www.katatogrow.com

(Before) Write down the

next ideas you want to test

(After) Mark the

elapsed time

THE EXPERIMENTING FORM What to record in each round

www.katatogrow.com

(After) Write down

what you learned from

the experiment.

AFTER EACH EXPERIMENT WE'LL REFLECT

After each round we'll ask one team this set of Reflection Questions

www.katatogrow.com

PLEASE PLAN YOUR FIRST EXPERIMENT Write the ideas you want to test next

on your 'Experimenting' form

Write down the ideas you want to test

www.katatogrow.com

GET READY FOR THE NEXT ROUND

3 Minutes per Round


Build the puzzle


Discuss your learnings

Discuss what you plan to do next


---------- Time's up... Ask the Reflection Questions

Get into START Position (timekeeper raise hand)

www.katatogrow.com


3 Minutes per Round


Build the puzzle







www.katatogrow.com


3 Minutes per Round


Build the puzzle







www.katatogrow.com



3 Minutes per Round


Build the puzzle







www.katatogrow.com

Reflection card and experiment template

www.katatogrow.com


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Activity or

experiment What happened ? What did we learn ?

Refl

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Ge

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EXPERIMENT-log

What do we

expect?


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Sell a lot pralines,

learn how to sell,

make contacts and

make an impression

to the jury

Sold some but not as

much as we hoped.

We were nervous and

didn’t have the

courage to step

forward.

Good feedback on our

exhibition stand.

Exhibition day 1

Exhibition day 2

Learnt how to talk

and handle different

type of people.

Learnt how use credit

card machine.

Learnt how to receive

critical feedback and

answer difficult

questions.

Sell more than day 1.

More relaxed and step

forward more.

Lots of samples.

Sold much more than

day 2, especially the

last hours.

Met several jury

groups and won two

prizes (stand and

craftsmanship)

Card machine

broken?

Be more relaxed and

“fun” .. Humor sells.

We had a lot of fun

the last couple of

hours and then we

sold the most.

Hard work gives

results both stand and

craftsmanship.

Had to call card

machine company and

solve problem.


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http://youtube.com/watchlean

http://www.katatogrow.com/

http://www-personal.umich.edu/~mrother/Homepage.html

https://www.youtube.com/734mike


How we use the puzzle exercise

Example

Training teachers for training students

2 days training

Seminar e.g. Liker

Implementation where client runs it

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Test ideas

Test and rethink ideas

->show that the ideas lead forward

Test systematically

Grade A – highest grade

Grade C

Grade E –

Lowest grade to pass


Agenda 2 day first Kata training

See youtube film

Day 1

What is Kata

Puzzle Exercise

Start work with challenges – Understand challenge

– Current condition

Day 2

Continue with improvement kata

Run experiments and train coaching kata

Next step

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Leading through PDCA:

Self Development and Developing Others through the Practice of daily improvement

Jeffrey K. Liker Professor, Industrial and Operations Engineering

The University of Michigan

Aalto University Executive Education

Developing Lean Leaders –seminar

February 9th, 2015

Agenda

Morning (9:10 to 12:00)

• Leadership Development Model

• Self Development (demonstrate w/ puzzle exercise)

• Developing Others (demonstrate w/ puzzle exercise)

Afternoon: (13:00 to 16:00)

• Supporting Improvement in Work Groups

• Aligning Goals and Improvement Processes (Hoshin Kanri)


• Basic Kata Knowledge through video

and puzzle training

• Set challenges by RM/Director

• Individual coaching/follow-up

• Min 3 coaching cycles/experiments


• Reached one target condition

• Setting new target condition

Training sessions Implementation and

pull-based coaching

• Recap workshop of Kata (why and what)

• Understanding challenge

• Training and setting actual Current Condition,

Target condition and planning first experiment

• Coaching Kata

• Shared learning

• Deep dive into Kata approach: detailed agenda

defined based on implementation

• Shared learning

• Case study and shared learning with two other

companies working with Kata in region

• Deep dive into Kata approach: detailed agenda

defined based on implementation

• How to spread

• 2:nd coach training


• Identify 2nd coach

• 2nd coach spread

PATOS

1 d

ay

½ d

ay

1 d

ay

½ day


Summary

Learnings from today

What uses do you see

Any last questions

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Thank You

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Förbättringskata & Coachingkata - Toyota Kata...

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