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Toyota kata 5 key factors

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  • 1. FIVE KEY FACTORS FOR SUCCESS IN DEPLOYING TOYOTA KATA By BETH CARRINGTON W3 Group Partner and Consultant Mike Rother Rev1.1 (thanks to my Editors Mike Rother and Bill Costantino W3 Business Systems 1 W3 Group, LLC
  • 2. BETH CARRINGTON W3 GROUP PARTNER & CONSULTANT Toyota Kata Practitioner, Instructor and Master Coach W3 Business Systems 2 W3 Group, LLC
  • 3. 5 FACTORS in the successful deployment of Toyota Kata 1. 2. 3. 4. 5. Relevancy Right People in Right Roles Close-in Target Conditions Frequent and Rapid PDCA’s Purposeful Coaching Cycles Your “Advance Group”, who shepherds and PDCAs your organization’s deployment, should assure that these factors are in play W3 Business Systems 3 W3 Group, LLC
  • 4. ADVANCE GROUPS Advance Groups (AGs) are charged with actively monitoring and guiding the organization’s kata deployment W3 Business Systems 4 W3 Group, LLC
  • 5. DESIRED PATTERN Toyota Kata deployment involves creating a pattern of learning and striving that’s embedded in everyone’s day The Work Day Work Day Learning and Striving Troubleshooting W3 Business Systems 5 W3 Group, LLC
  • 6. THE TIPPING POINT The Advance Group is striving to achieve a tipping point within the organization The point in time when kata activities are no longer “something extra” I have to do, but just the “usual thing” I do to manage my processes and develop my people. W3 Business Systems Mike Rother 6 W3 Group, LLC
  • 7. A MOMENT  A tipping point is a moment that signals the beginning of dramatic change.  Malcolm Gladwell asserts that tipping points explain uncanny phenomena; the momentum behind the spread of AIDS or the murder rate in the NYC suddenly dropping in the mid 1990’s.  More interestingly, it’s the basis of the idea that behaviors and ideas are contagious; in other words, they also have tipping points. W3 Business Systems 7 W3 Group, LLC
  • 8. FACTOR 1 RELEVANCY Improvement Kata activity has to be relevant     to the organization to the 2nd Coach to the Coach to the Learner W3 Business Systems 8 W3 Group, LLC
  • 9. OUTCOMES ARE CRITICAL Relevancy comes when the outcomes are critical…  Improvement Kata is deployed on critical organizational challenges and processes.  Coaches have a vested interest in the outcomes and are held accountable for the results.  Learners are the process owners and will personally benefit from the improvements achieved. W3 Business Systems 9 W3 Group, LLC
  • 10. FACTOR 2 RIGHT PEOPLE IN RIGHT ROLES Learner’s role is to apply the Improvement Kata following a scientific model to obtain innovative improvements. Coach’s role is to teach the scientific model to obtain innovative improvements. 2nd Coach’s role is to the teach coaching kata to the primary coach. W3 Business Systems 10 W3 Group, LLC
  • 11. Coach Learner 2nd Coach (not always present) W3 Business Systems 11 W3 Group, LLC
  • 12. 2nd Coach REPORTING RELATIONSHIPS Coach Learner Learner Learner The relationship between the Learner, Coach and 2nd Coach is a key factor to success  The relationship between a Learner and their Coach is the basis for development of people.  The development of people is how day-to-day improvement and innovation are delivered. W3 Business Systems 12 W3 Group, LLC
  • 13. COACH AND LEARNER The Coach must have a vested interest in developing their Learner along with obtaining improvement. The Coach is interested in altering the thinking and acting of the Learner, resulting in a new mindset W3 Business Systems 13 W3 Group, LLC
  • 14. 2ND COACH AND COACH The 2nd Coach should have a vested interest in developing the management skill set of the Coach Expert Proficient Competent 2nd Coach Coach Avd Bgnr Learner Learner Learner Novice W3 Business Systems 14 W3 Group, LLC
  • 15. PEER SKILL DEVELOPMENT VERSUS DAY-TO-DAY MANGANGENT Sometimes peer-to-peer Learner, Coach and 2nd Coach roles are assigned, particularly during early skill development stages. While peers can find challenges relevant and improvements can be made, there is no expectation to develop skill. Skill development of peers is not in their scope of responsibilities, unlike a manager with their subordinate. W3 Business Systems 15 W3 Group, LLC
  • 16. FACTOR 3 CLOSE-IN TARGET CONDITIONS Target conditions, particularly with Novice learners and coaches, tend to be large and more complex then they should be. This leads to large and complex PDCA’s. PDCA’s that could be target conditions in and of themselves! W3 Business Systems 16 W3 Group, LLC
  • 17. ADVANCE GROUP TARGET CONDITION REVIEWS Advance Groups should review target conditions to assure they are: 1. Of the proper distance into the future 2. Aligned to organizational challenge W3 Business Systems 17 W3 Group, LLC
  • 18. NOVICE SKILL LEVEL TARGET CONDITIONS For Novices, Target Conditions should be set 1 or 2 weeks out. W3 Business Systems 18 W3 Group, LLC
  • 19. ADVANCED BEGINNER OR COMPETENT SKILL LEVEL Process level target conditions should be no more than 3 to 4 weeks out. Value stream target conditions should be no more than 1 month to 3 months out. W3 Business Systems 19 W3 Group, LLC
  • 20. FACTOR 4 FREQUENT AND RAPID PDCA’S With close-in target conditions, PDCA’s tend to be smaller, single factor experiments that are performed with laser focus set on overcoming one obstacle at a time Act Plan Act Plan Act Plan Act Plan Act Plan Act Plan Check Do Act Plan Check Do Act Plan Check Do Check Do Check Do Check Do Check Do Check Do W3 Business Systems 20 W3 Group, LLC
  • 21. KEEP LEARNERS ENGAGED Frequent and rapid PDCA’s keep the learning and improvements coming at a fast pace, keeping the Learner and their teams motivated and engaged. W3 Business Systems 21 W3 Group, LLC
  • 22. FACTOR 5 PURPOSEFUL COACHING CYCLES Frequent and rapid PDCA’s give purpose to frequent coaching cycles Mike Rother W3 Business Systems 22 W3 Group, LLC
  • 23. KEEP COACHES ENGAGED When fast-pace learning occurs, coaches and 2nd coaches remain engaged and motivated to Go and See. On the flip side, if PDCA’s are long and learning is happening at a slow pace, coaching sessions lose their allure and value.. W3 Business Systems 23 W3 Group, LLC
  • 24. SUMMARY 1. 2. 3. 4. 5. Relevancy Right People in Right Roles Close-in Target Conditions Frequent and Rapid PDCA’s Purposeful Coaching Cycles Advance Groups... keep these factors in play! W3 Business Systems 24 W3 Group, LLC
  • 25. THE TIPPING POINT Remember, an Advance Group is striving to achieve a tipping point within their organization. The point in time when kata activities are no longer “something extra” I have to do, but just the “usual thing” I do to manage my processes and develop my people. W3 Business Systems Mike Rother 25 W3 Group, LLC
  • 26. Wishing you success in your Kata Deployment! Kata, kata, kata... Beth Carrington W3 Business Systems 26 W3 Group, LLC