Toyota Kata Culture - Lean Frontiers … · © 2019 Gerardo Aulinger, , [email protected],...

Toyota Kata CultureTake advantage of your people´s brainpower to master

almost any challenge by expanding the practice of Kata-

driven improvement to all levels of your organization

Gerd Aulinger

TWI & Kata Summit

Malmö, June 12th 2019

Diese Unterlagen sind Copyright © 2019 Gerardo Aulinger, verbesserungskata.de

© 2019 Gerardo Aulinger, www.verbesserungskata.de, [email protected], +49 170 2134018

Gerd AulingerBorn April 30th 1972, 47 years old

Mechanical engineering degree fromBuenos Aires, Argentina. Worked at VW, Fraunhofer IPA, Daimler AG, Festool

Independent consultant, researcher, managementtrainer and Kata-Coach since 2011

Over 20 years of lean experience, share what I learn on www.verbesserungskata.de

Married, with 3 children that coach us every day!

© 2019 Gerardo Aulinger, www.verbesserungskata.de

What you see here shouldn’t work at all, but it does!

3

The inline powder-coating

equipment in this cell takes

up just 11 m2 and cost only

€ 60,000. External logistics

were eliminated and coating

costs halved, while quality

was improved.

All this was done although

coating experts said it

couldn‘t be done!


What turns ordinary people into real, creative innovators?

4

Powder-coating equipment

built entirely by ordinary

Festool staff with no

powder-coating experience.

Their advantage? They

didn’t know much, they had

no preconceptions and,

above all, they didn’t know

that it couldn’t be done.

They were eager to learn

and they had a Kata!


Lasting good results can onlybe achieved by developing

your people through excellent

Leadership and Coaching

Organizations will never be better than their people

and the leaders and coaches that develop them

5

Good results

through

Good processes

Good people(Capable and intrinsically motivated)

through

Good Leadership

through

Practice the

Improvement Kata!

Practice the

Coaching Kata!

© Copyright Verbesserungskata.de, 2019, [email protected] 6

The collective use of Kata sparks a team spirit where all learn from each other

and share the joy of making their successful teams even more successful!

It´s all about

Culture!

© Copyright Verbesserungskata.de, 2019, [email protected]

Changing a company´s culture with hundreds,

maybe 10.000s of employees, is quite a big challenge!

7

Where is the tipping point where Kata becomes self

sustaining and starts growing organically inside

an organization?


What are the main characteristics of a minimum viable Kata practice that allow

for Kata to grow naturally, organically inside an organization?

8

As researchers are looking for aminimum viable cell capable of cell division

and growing into complex, living organisms…

… I asked myself what would be that minimum viable Kata Practice that allows for it to grow naturally and organically?

1. Have top managers practicing Kata

2. Make coaching a daily routine? 3. Make use of our herd instincts by having everyonework on some aspect of one shared target condition

6. Everyone is a coach, everyone has a coach

4. Ensure fast communication, feedback and sharingwhat is being learned

5. Have fun, celebrate learnings and results


Such cascades should and can be put in place within weeks!

So what is the trick? Culture change works best by practicing in teams,

and teams are best coached in daily coaching cascades

9

…developing Culture by means of collective coaching in cascaded

Kata coaching dialogues

Instead of developing Habits by means of individual coaching in

Kata dialogues…

© Copyright Verbesserungskata.de, 2019, [email protected] 10Gerd Aulinger, [email protected], +49 170 2134018

"This is the first book I have read that provides a clear picture of what it takes to develop and mobilize creative capability across an organization, to achieve challenging goals.“

Jeffrey K. Liker,author of The Toyota Way

(from the Foreword)


But why do we need to

practice Kata collectively

in the first place?

11


Disruptive Innovation in Space Travel: after 40 years of stagnation

SpaceX is revolutionizing space travel with reusable rockets

On March 30, 2017, for the first time in human history, a reusable rocket was sent into orbit, flown

back and safely landed for a second time.

The Verge - SpaceX Landing Attempts.mp4

The Verge - SpaceX Landing Attempts.mp4


Why are all these well-established space-industry companies

suddenly losing their technological edge and market leadership?

Russia

China

Europe(ESA)

Others USA


Just fine-tuning our core competencies doesn’t guarantee our future success.Although we are advised to focus on them, this may be a trap.

We should also focus on our core IN-competencies…

Good soccer players don´t run to where the ball is,

but to where it´s going to be!

14

YOU

YOUR COMPETITION

© 2019 Gerardo Aulinger, www.verbesserungskata.de 15

Do you know your organisation´s core IN-competencies?

A definition:

Core IN-competencies: currently non-existent competencies that

can become future core competencies, and indispensable for your organization’s long-term competitiveness and survival.


?

??

??

?

?

??

?

Unsolved problemsand obstacles

?? ?

???

?

??

Unpredictablelearning path!

! !

!

!

!

!!

!!

!!

! !

!!

!

!

!

!

!

Comfort zone

16

Target Condition or

„learning task“

1- Challenging

2- Solvable

3- Solution-neutral

4- No solution known yet

Where we are,

and what we already know…

…where we want to be

and therefore need to learn!

Current knowledgethreshold

CurrentCondition

(our current skills andcore competencies)

The Improvement Kata is a scientific learning routine for

generating new knowledge and developing new skills


Kata are learning routines we can practice deliberately… .

…to master new ways of thinking and acting, making them

unconscious habits and fast reflex reactions.

17

The word “Kata” is derived from the learning routines used to internalize combat

techniques in the Japanese martial arts. In recent years, "kata" are increasingly being used to teach and practice coaching skills and scientific thinking in all kind of organizations.


To some extent our brain

behaves like……a small rider

on his mighty elephant

Simply put, our brain can be explained as if we had two brains,

a creative, conscious, slow brain and a routined, much faster but unconscious brain

18

Aprox. 50 „calculations“ per second that you can

control consciouslyAprox. 10.000.000 „calculations“ per second that run completely unconsciously and completely

elude your control!

All our habits and, ultimately, our cultures are programmed and

stored in our "elephant"!


To develop a scientific "Kata management culture" takes many years,

but a learning team spirit and amazing results can be achieved in just a few weeks

19

ApplyingKata

together isfun!

Only as a team can we master greater

challenges!

Together we can make seemingly

impossible things possible!

Only together can we achieve our goals!


With increasing scientific thinking skill across the organization

comes the ability to introduce and handle almost any challenge

20


So how can we expand

Kata to all levels of the

organization?

21


The improvement Kata has a planning and an executing phase,

both need to be practiced across all levels of the organisation

22

Target Deployment

„Top-Down“(mathematically linked!)

Communicating learnings

„Bottom Up“(also mathematically linked!)


Value stream mapping is a great start to help align your organization

by giving a shared, overarching challenge to your team

23

Use Value Stream Mapping to define a shared challenge for your team at the system-level before moving down to

the process levels below!

1 2 3 4


At the ACME gearbox factory they produce gear boxes for the car industry

that they deliver on a daily basis

24


At ACME gearbox factory there are five levels of hierarchy and

four coaching levels, so first we need to break down the targets across each level

25

Company

targets

Value stream

targets

Value stream

loops targets

Process

targets

Broken-Down

Broken-Down

Broken-Down


So, all coaches meet at the „Kata war room“, sometimes called Obeya,

to discuss and visualize their roles and targets on a coaching summary board

26


Some examples of such Kata Coaching Summary Boards that helped us to

visualize and learn how highly efficient coaching cascades work

27




28

LT= 5 days

Nancy, our strategic goal is to be able to deliver any type of gearbox within one week!

What would your gearbox value streamhave to look like in two years in order for us

to meet the strategic challenge?


Our next step is to look deeper into how the ACME team

developes mathematically linked target conditions starting at the VS-Level

29


The Target development process* is iterative:

targets are given top-down, but must be validated bottom-up

30

Targets givenTop-down



Proposedtarget conditions

are validatedbottom up





In this process, target condition

forms are revisedand torn several

times! That is normal!

* also called Hoshin Kanri or Policy Deployment

Company

targets

Value stream

targets

Value stream loops

targets

Process

targets


Now let's work together to partially simulate this very important,

cascaded goal-unfolding process, as you can see in these pictures

31

Images courtesy of SCHOTT Müllheim


In our example Nancy, value stream manager of the gearbox production, coaches three

Managers. One of them, Steve is VS loop manager in the gear machining department.

32

Steve, in order to reduce our lead time to 5 days, we should reduce the lead time for gear manufacturing to just 3 days,

instead of the current 30 days…

Could you please make me a proposal what your

machining team's target condition should look like to

achieve this goal?

Sure! In order to do that, I would like to use Gerd´s target condition

calculator next!


Now we want to simulate Steve's description and tuning of the target condition

together and replay the "catchball" process using the target condition calculator

33

Target deployment board

This Excel spreadsheet turned out to be extremely

helpful to guide the goal development and consensus

building process in teams!

http://www.verbesserungskata.de/exceltools




You can download thisKata-Excel-Tool from:

www.malmö.coachingkata.de


To do his calculations, Steve needs to do a detailed process analysis and

take into consideration all given customer requirements and further restrictions

35

These are our customer and cost specifications:Increased production demand from 122.400 pcs./yr to 145.440 pcs./yrMore types of gearboxes: from 30 (8 runners) to 40 types (12 runners)Reduced # of operators to achieve target costs: 3 op/sh instead of 4 op/sh

These are our production requirements:Working time = 3 shifts x 8 hrs x 60 min = 1.440 min/dayBreaks = 40 min x 3 shifts = 120 min/dayWorking days per year = 240 days/yr

The Value stream and process analysis yielded these numbers:Lowest repeatable cycle time LRCT = 120 sec/gearChange over time = 72 minChange over frequency = 1 c/o every 2 daysCurrent downtime = 20 %Current material stocks = 14.800 gears

A few hours later…

NancyValue stream level

SteveVS loop level

With these numbers, I should be able to calculate different target conditions, compare them and agree on one with my coach and team!




36

LT= 5 days

LT= 3 days

C/O= 14 mins

CT= 100 secs

DT= 15%


The target condition that Steve and Nancy agreed upon contains process indicators

that are the targets for the level below, so the catchball-process continues one level lower

37

Roger, in order to reduce our stock to 3 days, we should be able to change

over 8 times a day instead of the current 0.5 change overs a day…

…could you please suggest to me how the target condition for your change over process should look like for it to

take only 14 minutes?

Sure! In order to do that I will needto do a detailed, step by step

process analysis first!

…and so on!

Processimprover

Target deployment board

© Copyright Verbesserungskata.de, 2019, [email protected] 38

Target Deployment

„Top-Down“(mathematically linked!)

Communicating learnings

„Bottom Up“(also mathematically linked!)

After finalizing the and catchball prozess, the organisation

can start really fast by letting everybody apply the IK and CK at all levels


Coaching cycles at the shopfloor level are done in the factory, but upper level coaches

are coached in the „Kata war room“, using the coaching summary board

39

LT= 5 days

LT= 3 days

C/O= 14 mins

CT= 100 secs

DT= 15%


Some examples of such Kata Coaching Summary Boards that helped us to

visualize and learn how highly efficient coaching cascades work

40


Coaching cycles at the shopfloor level are done in the factory, but upper level coaches

are coached in the „Kata war room“, using the coaching summary board

41

LT= 5 days

LT= 3 days

C/O= 14 mins

CT= 100 secs

DT= 15%

Bo

tto

mu

p


The coaching dialogues betwenn the process improver and the 1st coach

take place at the improver´s boards across the factory shopfloor


After all coaching cycles at the shopfloor level are done, the learnings of every

single coaching cycle are shared at the coaching summary board

43

LT= 5 days

LT= 3 days

C/O= 14 mins

CT= 100 secs

DT= 15%


NANCY

STEVE

Coaching cycles at the 2nd coach level upwards reflect on all coaching cycles at the

levels below, focusing especially on obstacles that need to be solved at a higher level

What is the target conditionof your value stream loop? Our target condition is to reduce

the lead time of our gearproduction to just 3 days?

What is the current conditionof your value stream loop now?

I see! Whom did you coachtoday and what did you learn

from those coachings? As you can see from the summary cards, I hadthree coaching cycles with Roger, Robert andRachel. Roger´s target condition is to reduce

the change over time to 14 mins, from his last step he learned that…

Currently we need an average of20 days to produce our gears?

…and so on!


After accelerating the bottom up communication, we accelerate the feedback

and decision making with daily group-coaching cycles at the Kata War Room

WILLIAM


Coaching cascades help to accelerate our improvement activities

by eliminating interfaces and waiting times in hierarchical organisations

46

Problem Solution

Decision

Problem Solution

100%autonomous

teams

FAST,EFFECTIVE

Problem, decisionand solution

Problemand solution

Decision

Are there shorterpaths the informationcould take in typical

problem solvingsituations?

Problem Solution

SLOW,INEFFECTIVE

0%autonomous

teams

Decision


A room where everybody and all relevant informations come together to allow fast

networking and decision making, becomes indispensable in crisis situations (like war!)

47

These rooms aresometimes called

„Obeya“ in Japanese!


After accelerating the bottom up communication, we accelerate feedback

and decision making with daily group-coaching cycles at the Kata War Room

Are there any obstacles that you can see thatcould hinder us or your colleagues from achieving

OUR target condition?

Are there any suggestions you want to make toavoid any problems we might be overlooking?


To summarize, installing Kata-Coaching-Cascades can help you

grow your Kata practice and let your improvement activities thrive by:

49

1. Have top managers practicing Kata

2. Make coaching a daily routine

3. Make use of our herd instincts by having everyonework on some aspect of one shared target condition

6. Everyone is a coach, everyone has a coach

4. Ensure fast communication, feedback and sharingwhat is being learned

5. Have fun, celebrate learnings and results


…to be continued

at your factory!

50

Toyota Kata CultureTake advantage of your people´s brainpower to master

almost any challenge by expanding the practice of Kata-

driven improvement to all levels of your organization

Thank you very much!

Gerd Aulinger

TWI & Kata Summit

Malmö, June 12th 2019

Diese Unterlagen sind Copyright © 2019 Gerardo Aulinger, verbesserungskata.de

Toyota Kata Culture - Lean Frontiers … · © 2019 Gerardo Aulinger, , [email protected],...

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Transcript of Toyota Kata Culture - Lean Frontiers … · © 2019 Gerardo Aulinger, , [email protected],...