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ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
ITSM.fi breakfast seminar about learning organizations and Toyota Kata
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ITSM.fi breakfast seminar about learning organizations and Toyota Kata

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The slides for the ITSM.fi breakfast seminar about the capabilities of learning organisations and the Toyota Kata way of problem solving and managing. The new addition to this presentation was a play …

The slides for the ITSM.fi breakfast seminar about the capabilities of learning organisations and the Toyota Kata way of problem solving and managing. The new addition to this presentation was a play to highlight the differences in traditional management and Toyota Kata coaching.

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  • Teemu presentshimself.Tomi presentshimself.Teemu:Choosepairs, for rest of the excercies.Chooseoneyouhaven’tmetbefore, thiswill help younetworkbetter.Presentyourself to yourpair.
  • TomiFirstoffI’ll show you Aalto in fewnumbers.20k students5,5k staff6 Schools, 4 in technology, 1 in arts, 1 in economics (ARTS, BIZ, ELEC, ENG, SCI, CHEM)Resources:Centralized IT hasaround 17,4 M € budgetTotal costs of all IT in Aalto University is around 30 M €Centralized IT where me and Teemu workhas 139 FTEAll IT is 211 FTE
  • Teemu
  • Teemu:Capabilities 1-3 and capability 4I wrotemoreaboutthis in my blog, I’llgiveyou the link in the materialweprovideyou.
  • Teemu:Capabilities 1-3 and capability 4I wrotemoreaboutthis in my blog, I’llgiveyou the link in the materialweprovideyou.
  • Tomi
  • Tomi:Bad example of north star:Just weight 80 kilos, can be achieved by any means, not really describing how you want to live. It describes just one goal, not a process.Good North star is supposed to describe how the world works
  • Tomi:Bad example of this would be 93 kilograms, not enough exercices and quality of food is poor. It does not have the details, that you have collected by studying how you work, by eg. Writing down your habits.Deeply understand this.If asked: good example for itsmf: Would you rather interview a lot of people and still not get the pictore of how incident management / service desk works, than go work in the service desk for one day? Whichgivesyoumoreinformation?
  • Tomi:Bad example is just process, no goal to reach. So you would say exercise and eat healthier without a goal.
  • Tomi:Bad example ????
  • Oma tarina?
  • Tomi:We’re going to train what Teemu just talked about now.
  • Right paper: Reads 1 and Improvement Kata Exercise, short description:Single person exercise.Choose easy example. You can use losing weight as an example. If you take a real world problem, details might be an issue.I will guide you through the exercise one step at a time.2) Remember to describe how the world will look like.3) Think of something that’s accurate enough and 4) Process and a goal, around 4 weeks should be good.5) Experiment – choose something you think might work6) Hypothesis – Write what you think will happen7) Actual outcome – What did happen?8) Think on what you learned from this?9) Write next experiment suggestion.
  • Toyota sets the bar at 10 years You can not coach the Improvement Kata blind, but you must understand deeply the problem it is being applied to
  • Tomi:We will use the papers you wrote earlier on improvement kata exercise.We will train how coaching works and what are the questions you will be going through what Teemu told us earlier.
  • Remember it’s not about tools, it’s about creating habits that create excellence and continual improvement:Improvement KataCoaching KataIf you want to study more you should definitely read this book.Any questions, please don’t hesitate to contact us:Teemu.toivonen@gmail.com, @number_9_Tomi.lamminsalo@gmail.com, @thelamminsalohttp://troikka.wordpress.comQ & A
  • Transcript

    • 1. Toyota Kata The Truth Behind the Myth of the Learning Organization Teemu Toivonen Tomi Lamminsalo
    • 2. Teemu Toivonen works as manager of application services in Aalto University IT. Strong background in Agile and Lean. Three years of experience in Toyota Kata problem solving and coaching Professional Interests: Agile, Lean, coaching ja systems thinking. Tomi Lamminsalo works as a developement manager in Aalto University IT. Tomi has used Toyota Kata methods and tools succesfully in a large program. Professional Interests: Agile, Lean, coaching, syste ms thinking and service management.
    • 3. Choose pairs • Pick a pair – One that you don’t know yet. – You will be doing the excercise together. • 5 minutes and tell your pair what are your expectations?
    • 4. Aalto University in numbers • Customers – – – – Students: 19 993 Staff: 5 330 6 schools Stakeholders (mm. alumni, open uni students): > 80 000 • Resources – Budget • Centralized IT: 17,4 M € / 425,3 M € • Total costs of all IT in Aalto University 30,1 M € – IT-staff • 138,7 Centralized IT FTE • 210,9 Total IT FTE Photograph: Aino Huovio ARTS alumni
    • 5. What is a learning organization? Discuss briefly with your pair, what you think is a learning organization.
    • 6. Capability-1: Systems design and operation Manage by developing these capabilities Capability-3: Knowledge sharing Capability-2: Problem solving http://troikka.wordpress.com/2013/09/10/what-is-a-learning-organization-part-13/
    • 7. The Role of Toyota Kata Toyota Kata
    • 8. Goal for the event You will have a basic understanding of the philosophy of Toyota Kata and how it works. This will be achieved by a combination of: • Short lectures • Discussion • Exercises Engaging conversation is more important than quiet listening so when you have a question or comment please share it!
    • 9. What is a Kata? Kata is a routine or repeating pattern for doing something
    • 10. Why are habits and routines important? • Can someone describe shortly the difference between driving a car: – The first time they drove – After several years of experience Routines and habits are the bases for effective and efficient action!
    • 11. “We are what we repeatedly do. Excellence, then, is not an act but a habit.” - Aristoteles Toyota Kata is about creating habits that create excellence.
    • 12. The Philosophy Behind Toyota Kata 1. The second law of thermodynamics: everything deteriorates over time – – There is no stable condition that can be maintained The only solution is to improve constantly 2. Grow people and maximize human potential by engaging people to continually improve as part of their everyday work
    • 13. Toyota Kata Philosophy: • Continually improve as part of everyday work to get better and fight entropy • Grow people and maximize human potential by engaging them in the improvement through Toyota Kata Questions or comments about the overview? Toyota Kata is two behavioral routines to realize these goals Improvement Kata Mentee Coaching Kata Mentor
    • 14. Improvement Kata PDCA-experiment 1. Hypothesis 2. Experiment 3. Result 4. Learning A good target condition is abouth a month away Long term vision ”North Star” Next target condition Current condition PDCA experiment your way to the target 1. Understand the direction 2. Understand the current condition 3. Define the Next target condition Understand deeply 4. Experiment your way to the target 5. Start over
    • 15. 1. Long term vision • Also known as “True North” or “North Star” • Sets the direction for short term plans • Is brief and describes the outcome and the process • Toyota manufacturing example paraphrased: – “One piece flow, zero defects and 100% value adding steps (no waste)” • Does not need to be realistically achievable • Choose wisely 
    • 16. == TASK This seems interesting This seems important! There is always too much to do and by random choices you get nowhere A team without a North Star
    • 17. Things you must do! Things you can do North Star Things you can do A team with a North Star
    • 18. 2. Understand the current condition • Understanding the current condition is the bases for going forward and means going deeper than the superficial lever – Involves Systems Thinking and a process viewpoint • “Go and see” It’s a lot harder to really see than you’d guess
    • 19. 3. Set the target condition • A target condition describes both the outcome and process and can be achieved in 1-3 months – In the beginning shorter is better for learning • A good target condition is challenging – Just right, not too easy and not too difficult • You can start with skeleton target (challenge) and fill in the details as you learn more (target condition) A good target condition is just beyond where you can see clearly
    • 20. What are the obstacles? • As part of understanding the current condition and setting the target condition you gain insights into the obstacles that are in your way • Pick one (which one seems most important) and start finding your way toward your target condition one step at a time with PDCA experiments
    • 21. 4. PDCA experiments Time for a new plan! or How do I sustain the results? What is your hypothesis? Design a quick experiment What is the expected outcome? What was the actual outcome? Was it what you expected? What did you learn? Run the experiment “quick and light” Points of emphasis Short iteration cycles Go and see Focus on learning
    • 22. 4. Navigate towards the target with experiments Find the route to the target by learning from experiments and focusing on the next step forward based on that learning
    • 23. Example: Weight lose • I will be using weight lose as an simple example of the concepts I’ll be talking about
    • 24. Weight lose: North Star • Enough exercise to stay on good shape and relax • Eat healthy and good food • Spend quality time with family and friends with good energy • Get enough rest and downtime
    • 25. Current condition: Weight lose • Quality of food is poor and the amount of calories is too big – Especially too much carbohydrates and fat • Not enough exercise – Running every 2 weeks – Floorball every 2 weeks • Weight 93 kilograms
    • 26. Target condition: Weight lose • Regular meal and snack schedule • Less calories per meal by healthy composition of meals • Exercise – Running 2-3 times a week – Floorball 1 time per week • Lose 5 kilograms of weight in 3 months
    • 27. Obstacles: Weight lose • Meal sizes are too big – food is good and I like to eat • Too busy and tired to get exercise. – Mostly a feeling rather than a fact.
    • 28. Experiments: Weight lose Experiment Expected outcome Actual outcome Learning Eat smaller meals • Lunch • Dinner Less food consumption during the day More unhealthy snacks Eating smaller in the afternoon and meals makes me evening eat more snacks. Lunch: Eat half meat/protein and half salad Less calories during the day and protein will keep hunger away Works out pretty much as planned, except when there is good desert Eating salad and protein is good diet choice and makes it easy to eat less. Increase floorball and running training by making commitment to friends to play once a week and go running twice Social pressure will help At the beginning me get more exercise difficult, but as it became a habit it got easier. Also floorball feels more bursty than steady running. Social commitment is a good motivator. New habits are difficult in the beginning.
    • 29. Improvement Kata PDCA-experiment 1. Hypothesis 2. Experiment 3. Result 4. Learning Remember quick experiment cycles! A good target condition is abouth a month away. Describes both outcome and process Questions before the exercise? Long term vision ”North Star” Points of emphasis Next target condition Short iteration cycles Go and see PDCA experiment your way to the target Current condition Understand deeply Focus on learning 1. 2. 3. 4. 5. Understand the direction Understand the current condition Define the Next target condition Experiment your way to the target Start over
    • 30. Improvement Kata exercise
    • 31. Improvement Kata exercise • Make sure you have required tools to make notes: Written guide / sheets to write on. • Think of a problem and long term goal (3 min) • Describe briefly what the current situation is (2 min) • Choose the target condition (2 min) • Choose first experiment: – – – – Experiment (1 min) Hypothesis (1 min) Actual Outcome (1 min) What did you learn? (2 min) • What’s your next experiment? (1 min)
    • 32. The Coaching Kata The purpose of the Coaching Kata is to teach and coach the Improvement Kata using real world problems as practice. Improvement Kata Mentee Coaching Kata Mentor
    • 33. When do you need a mentor/coach? The need never goes a way. You can spend a lifetime learning the Improvement Kata and still have need for improvement. The role of the coach is to help you learn. No one questions why world class athlete’s need coaches. Why should work be different?
    • 34. The responsibilities of the mentor • Teach the basics of the Improvement Kata to the mentee • Develop the mentees abilities by coaching him in the use of the Improvement Kata through real problems/challenges • The mentor can not give solutions to the mentee, but is responsible for the results
    • 35. Requirements for the mentor The mentor must have first hand knowledge and experience of using the Improvement Kata. The mentor must be involved in the Improvement Kata in order to coach properly. Don’t coach blind.
    • 36. Coaching Kata Before the target condition is set After the target condition is set Focus on understanding the long term direction and current condition in order to set a good and challenging next target condition. Keep the target condition clear in the mind while focusing on the next step towards that target condition. A mindset of experimenting and learning is crucial.
    • 37. Coaching before the target condition is set • Is there a clear and shared vision for the long term goal to set the direction? • Does the mentee understand the current condition deeply? • Does he know what is the next target condition? Do you need to give him a challenge that he can turn into the target condition?
    • 38. Coaching after the target condition is set The five questions: 1. What is the target condition? 2. What is the actual condition now? 3. What obstacles are now preventing you from reaching the target condition? Which one are you addressing now? 4. What is your next step (PDCA experiment) 5. When can we go and see what we have learned form taking that step? From Toyota Kata by Mike Rother
    • 39. The next step The most important thing is making sure that the next step is clear for the mentee. It is better for the mentee to figure out the next step, but if necessary the mentor can decide it. Go and see XYZ!
    • 40. Remember routines are powerful… … even in coaching!
    • 41. Coaching Kata Key points • • • • The purpose of the Coaching Kata is to teach and coach the Improvement Kata using real world problems as practice. • • Focus on guiding the Improvement Kata pattern Ask question, don’t give answers In unclear situations suggest: go and see Remind the mentee about the key aspects of the Improvement Kata Short and frequent coaching discussions Is the next step clear? Coaching questions Before the target condition is set 1. 2. 3. 4. What is the North Star? What is the Current Condition? What is the next Target Condition? What is the first step? After the target condition is set 1. 2. 3. 4. 5. What is the Target Condition? What is the Actual Condition? Which Obstacle are you working on? What is your Next Step When can we Go and See?
    • 42. Coaching Kata Play • Teemu is a manager of application services. • Tomi is a team leader of workstation services under application services. • The ticket situation is out of control for Tomi’s team: – 30 open tickets. – 8 days average time to solve.
    • 43. KELSEY GRAMMER BOSS
    • 44. VS
    • 45. A3 - template A3 is a single page document to support the Improvement and Coaching Katas. A3document Mentee Mentor A3 – documents help to… Learn the Kata Create shared understanding Create structure (thinking and coaching) The A3 is not a form to fill! It is a living document that is updated and revised throughout the Kata.
    • 46. A3 and organizational learning Solutions are documented together with their context The why behind the solutions is also documented A3 documents also reveal the thinking process that lead to finding the solution Share the failures. Worst practice is as valuable as best practice

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