Leading, Learning, Innovation with Toyota Kata

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How to activate and unfold the extraordinary human capabilities in your organisation using Kata.

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Leading, Learning, Innovation with Toyota Kata

  1. 1. Welcome to www.verbesserungskata.deLeading, Learning, Innovation How to unfold extraordinary human capabilities using the Improvement Kata Gerd Aulinger, 2012© 2012 Gerardo Aulinger, www.verbesserungskata.de 1
  2. 2. What you see here shouldn’t work at all, but it does! 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!© 2012 Gerardo Aulinger, www.verbesserungskata.de 2
  3. 3. What turns ordinary people into real, creative innovators? 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, but they did have a Kata! © 2012 Gerardo Aulinger, www.verbesserungskata.de 3
  4. 4. Kata are routines practiced deliberately……to master new ways of acting and thinking, makingthem unconscious habits The word “Kata” is derived from learning routines used to internalize combat techniques in the Japanese martial arts. They are practiced in order to make this techniques second nature and thereby fast, reflex reactions, necessary, for example in unpredictable combat situations.© 2012 Gerardo Aulinger, www.verbesserungskata.de 4
  5. 5. The “Improvement Kata” is a routine used to makestriving and scientific learning a daily habit Where we are… …and where we need to be! Learning task ? ? ? ? 1- Challenging ? ? ? 2- Solvable ? ? ? 3- Solution-neutral ? ? 4- No solution known Current ? ? ? ? ? capabilities Unsolved problems and obstacles© 2012 Gerardo Aulinger, www.verbesserungskata.de 5
  6. 6. Why do we need an Improvement Kata? What might be the role of managers in this?© 2012 Gerardo Aulinger, www.verbesserungskata.de 6
  7. 7. Organisations will never be better than their people Good results through Good processes through Good employees (capable x motivated) through Good leadership© 2012 Gerardo Aulinger, www.verbesserungskata.de 7
  8. 8. For economic reasons alone, it makes sense to ask: “What do you enjoy about work?” Typical answers given during brainstorming sessions: - Overcoming challenges - Learning - Variety, trying new things - Team spirit, constructive exchange of ideas, sense of belonging - Recognition and praise, celebrating successes - Seeing progress, improving, making a difference - Helping other people in their work - Scope for development, personal responsibility - Etc.© 2012 Gerardo Aulinger, www.verbesserungskata.de 8
  9. 9. Brains are learning organs, so they reward us with joywhen we learn (for example by means of serotonin) Brain activity measured using computed tomography, presented by Prof. Gerald Hüther at Production Systems 2009© 2012 Gerardo Aulinger, www.verbesserungskata.de 9
  10. 10. What does an appropriate learning task look like?© 2012 Gerardo Aulinger, www.verbesserungskata.de 10
  11. 11. A good example of a challenging learning task Product specifications - Maximum speed = 250 km/h - Number of passengers = 1-5 pax - Safety = 5 star Euro NCAP - Boot space > 700 litres - Range > 1,000 km AND… - CO2 emissions = 0 - Sale price < €30,000 This learning task is good because it is: 1- Challenging 2- Solvable 3- Solution-neutral 4- No solution is known© 2012 Gerardo Aulinger, www.verbesserungskata.de 11
  12. 12. Good target conditions make a task a learning task 3 connected machining centres with a total reliability of 50% → So a target of 70% is set! Reliability = 0.8 x 0.8 x 0.8 ≈ 50% R = 0.8 R = 0.8 R = 0.8 The path of least resistance: buffering the disruptions. → No real improvement and nothing is learned! Target: Reliability = 70% Target condition: Not defined! R = 0.8 R = 0.8 R = 0.8 A challenging target condition. → Now we must learn in order to achieve the goal! Target: Reliability = 70% Target condition: Buffers = 0 R = 0.9 R = 0.9 R = 0.9 R1=R2=R3 = 90% © 2012 Gerardo Aulinger, www.verbesserungskata.de 12
  13. 13. Coating facility developed in small learning steps and experiments, most of which led to “negative” resultsSince science (and coating equipment!) evolves through refuted hypotheses, we usuallyused cheap and easy to rebuild cardboard and old equipment for the initial experiments.Not until we were sure if and how it would work did we build production versions. © 2012 Gerardo Aulinger, www.verbesserungskata.de 13
  14. 14. Where do teams in organisations get their learning tasks?© 2012 Gerardo Aulinger, www.verbesserungskata.de 14
  15. 15. Disruptive innovations are new solutions to old problems Fine tuning …or innovating an existing on the ongoing problem technology… of „knowledge transmission“? Printed encyclopedia Our current Customer´s capabilities and solutions problems and needs © 2012 Gerardo Aulinger, www.verbesserungskata.de 15
  16. 16. You don´t run to where the ball is, but to where it´s going to be! 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…© 2012 Gerardo Aulinger, www.verbesserungskata.de 16
  17. 17. 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.© 2012 Gerardo Aulinger, www.verbesserungskata.de 17
  18. 18. Customers don’t want drills , they want holes! Company Customer Our current Their problems capabilities and solutions and needsExamples of current solutions… …and the underlying neutral needs: Car with combustion engine Personal mobility Kerosene-powered aircraft Flying DVDs and CDs Films and music Chemical photography Photography Drill HolesThe solutions our company offers are Customer problems and needs are by theirbased on it’s current competencies and nature of longer duration than the solutionsexpertise. offered by our companies, they are solution- neutral.© 2012 Gerardo Aulinger, www.verbesserungskata.de 18
  19. 19. Why should someone voluntarily enter the learning zone, with all its attendant risks?© 2012 Gerardo Aulinger, www.verbesserungskata.de 19
  20. 20. “If you think it can be done or if you think it can’t bedone, you will be right!” - Henry Ford Challenge Mindset “It cannot be done!” “It can be done!” Why? Why? Negative line of Positive line of argument argument Search for problems Search for solutions Low High probability of success probability of success “I told you: it cannot be done!” . “I told you: it can be done!”© 2012 Gerardo Aulinger, www.verbesserungskata.de 20
  21. 21. Learning organisations feel comfortable with strivingto learn about their core in-competencies Core competencies: Innovation: focus on what we can do well focus on what we can’t yet do Company Customer Company Customer Current Current capabilities and Problems capabilities and Problems and solutions and needs solutions needs “I avoid it!” “I’m OK with it!” “I like it!”© 2012 Gerardo Aulinger, www.verbesserungskata.de 21
  22. 22. Regular Kata practice and coaching can change aconservative mindset into an open, ‘explorative’ attitude Explorative attitude Conservative attitude Explorative attitude of an experienced (the norm) of a kata novice kata practitioner Certainty Certainty Certainty “I avoid it!” “I’m OK with it!” “I like it!”© 2012 Gerardo Aulinger, www.verbesserungskata.de 22
  23. 23. Through frequent practice more electrical impulses arefired and synapses are ‘trained’ to perform better. Untrained synapse Trained synapse changeable chemical bond High electrical Low electrical resistance resistance© 2012 Gerardo Aulinger, www.verbesserungskata.de 23
  24. 24. Which management routines help us develop people for the learning zone?© 2012 Gerardo Aulinger, www.verbesserungskata.de 24
  25. 25. It’s through coaching that the mentee learns how toapply the Improvement Kata in a natural wayThe Improvement Kata: 1- Target condition? ? ? 1- Challenging ? ? 2- Solvable ? ? ? 3- Solution-neutral ? ? ? 4- There’s no solution known 4 - Next step? ? ? ? ? ? 2- Current ? ? condition? 3 - Current obstacles? 5 – When can we go and see?The Coaching Kata’s 5 questions: 1- What is the target condition for this process? 2- What is the current condition of this process? 3- What obstacles are currently preventing you from achieving the target condition? 4- Which one obstacle will you tackle next and what is therefore your next step? 5- When will we be able to see what you have learned from the next step?© 2012 Gerardo Aulinger, www.verbesserungskata.de 25
  26. 26. Don’t forget, fearful beginners need your experience andcoaching support to learn to accept the uncertainty-zone Since the beginner …the experienced feels stress… coach should transmit confidence Target Target ? ? ? ? ? condition ? ? ? condition ? ? ? ? ? ? ? ? Current ? ? Current ? ? condition condition Unsolved problems Unsolved problems “I avoid it!” Being allowed to make mistakes is “I’m OK with it!” essential for scientific work and learning. The coach must understand this in order to “I like it!” be accepted by his mentee as a teacher, criticism and control should be avoided at any time! © 2012 Gerardo Aulinger, www.verbesserungskata.de 26
  27. 27. Kata coaching cascade consisting of four roles,only 1 and 2 should solve process problems. Level 1 Level 2 Development of Employee and (production) processes organisation development 4 3 CK2 2 CK1 Coach-Coach 1 IK Coach Process improver (employee on the process) Employee in the process 1 1 Employee in the process: Can I work according to standard? 2 Process improver: Is the (production) process running according to standard? 3 Coach: Is the improvement process running according to the IK? 2 3 4 4 Coach-Coach: Is the coaching process running according to the CK?© 2012 Gerardo Aulinger, www.verbesserungskata.de 27
  28. 28. What can we learn from this for our organisations?© 2012 Gerardo Aulinger, www.verbesserungskata.de 28
  29. 29. “Most automotive manufacturers build good cars. We build good people who build good cars” - Toyota Optimisation by ‘experts’ Optimisation by everybody in periodic workshops everyday!The Improvers The Improvers Process Process Improvement capacity and Improvement capacity and innovation remain unharnessed innovation are fully harnessed and are kept small. and get expanded continually. © 2012 Gerardo Aulinger, www.verbesserungskata.de 29
  30. 30. More than only choosing tasks that suit our capabilities, we should also develop and use our special human capabilities to meet new challenges Sell our capabilities Customer Develop new capabilities Company Future knowledge Current threshold knowledge threshold© 2012 Gerardo Aulinger, www.verbesserungskata.de 30
  31. 31. If organisations will never be better than their people,where should managers be investing their time? Good results Focus in the past: through + ROI-based decisions + Mistrust and control + Extrinsic motivation Good processes through Good employees (capable x motivated) Focus from now on: through + Improvement Kata including target costing + Employee development via Coaching Kata Good leadership + Intrinsic motivation© 2012 Gerardo Aulinger, www.verbesserungskata.de 31
  32. 32. Welcome to www.verbesserungskata.de Leading, Learning, Innovation How to unfold extraordinary human capabilities using the Improvement Kata© 2012 Gerardo Aulinger, www.verbesserungskata.de 32
  33. 33. Gerardo Aulinger Gerd Aulinger has worked as a researcher, consultant and trainer for the past 15 years. From 2007 to 2011 he was in charge of stationary-device production at Festool’s Neidlingen plant, overall winner of Germany’s 2008 Factory of the Year competition. Gerd’s initial focus was on the management of production optimisation and design projects in various industries. He has since focused increasingly on development and field-testing of modern, Toyota- inspired management methods.Gerardo AulingerKata ambassador, researcher, Gerd’s approaches are geared towards maximisingmanagement trainer and coach flow by optimising employee skill development andE-mail: gerardoaulinger@aol.com motivation. Toward this end he coaches managersMobile: +49 170 2134018 and leaders in the application of the Improvement and Coaching Kata with a view to achieving exceptional results. © 2012 Gerardo Aulinger, www.verbesserungskata.de 33

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