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Improvement kata timeline

Improvement kata timeline



An experiment in using a visual timeline to develop Improvement Kata thinking and track progress towards a target condition

An experiment in using a visual timeline to develop Improvement Kata thinking and track progress towards a target condition



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    Improvement kata timeline Improvement kata timeline Presentation Transcript

    • USING A VISUAL TIMELINETO HELP DEVELOPIMPROVEMENT KATA THINKINGAn experiment in visually recordingprogress toward a breakthrough challengeBy Bret BakensztosJune 2013
    • Visualizing the "Grey Zone"From “Introduction to the Improvement Kata” – SlideShare by Mike RotherWere experimenting with a visual to help our team maintainfocus on those obstacles immediately between us and the nextTarget Condition versus perceived ones far off in the future.We started with the thinking represented in this diagram:CHALLENGETARGETCONDITIONCURRENTSTATETIME1stOBSTACLE2Far in the Future
    • What our Timeline Looks LikeTARGETCONDITIONOBSTACLE3This areais wherewe KNOWwhat toexpect.This area is where we areLEARNING – figuring outwhat is just outside thecurrent knowledgethreshold to reach a TargetConditionThis area is so far outside ourcurrent knowledge thresholdwe can’t concern ourselveswith the obstacle which“might” appear. This is wherewe are SPECULATING.The overall project timeline covers from our start date up to July 22nd. The hypothesis wewant to test is that the assembly of our product can be broken down into 7 x 1.5hr unitsof work (equal in duration, but not content). There is an opportunity to experiment onJuly 22nd, but there are a great number of unknowns between now and that date.NEXT TARGETCONDITIONOBSTACLE
    • What We’ve Observed So Far• Some of the members of our team actually took comfort inbeing able to focus the Learning area instead of Speculating.• It was tough for some to accept exactly how much we don’tknow yet! They want to fill that unknown area betweenwhere we are and the challenge with certainty by creating“to do’s.”• Using the timeline, the team is able see when their thinkingis not in the right “zone”4
    • Neat Team SpiritWhenever we have a tendency to want to fill that unknownwith certainty by creating “to do’s,” the team quickly asks,“Does working on that possible future problem help us getto our next Target Condition?"If the response is, “No…but we will have to deal with iteventually,” then the team says “Then we will deal with itwhen it becomes an obstacle to our target condition.”5