Toyota Kata presented at DevoxxUK 2013

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You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. …

You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level!
It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!
Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working.

Presented together with @hakanforss slideshare.net/hkanforss

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  • Improvement suggestions are pointing in different directions
  • Your run at least one process improvement experiment a week per teamWhen one experiment is done you start on the next
  • Kanske är det dags att prova ett alternativ till retrospektiv?Toyota Kata, från boken med samma namn innehåller just ett sådant alternativToyota Kata består av två beteende mönster eller två sk. Kator
  • Kata(型 or 形, literally: "form"?) is a Japanese word describing detailed choreographed patterns of movements practised either solo or in pairs.

Transcript

  • 1. Your Title hereHåkan Forss Mattias KarlssonLean/Agile Coach Java Champion, Your Logo Here Agile Coach@hakanforss @matkar Speaker Name Your title Company Name @twitter
  • 2. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 3. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 4. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 5. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 6. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 7. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 8. Daily work Improving Delivering value the workCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 9. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 10. What is a Kata?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 11. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 12. Create ”muscle memory” for continuous improvementsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 13. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 14. Vision Challenge Target Target Target Target Condition Condition Condition Condition Current ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 15. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 16. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 17. The Vision• Process focused• Not outcome focused• Not a business or company visionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 18. Toyota’s Vision for Its Production Operations• Zero defects• 100 percent value added• One-piece flow, in sequence, on demand• Security for people Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 19. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 20. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 21. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 22. What to collect • Data and facts, not gut feel • Process metrics • Outcome metricsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 23. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 24. Our next target condition is…Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 25. What is a Target Condition • Starting with the end in mind • Defining the destination • Not the steps to get thereCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 26. Beyond the knowledge thresholdCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 27. Put a square peg in a round holeCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 28. Setting a target condition • Hypothesis on the journey towards the next Challenge and Vision • Based on your business strategy and model for process improvement • Follow the Goldilocks rule – Not too hard, Not too easy, Just RightCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 29. Challenge Target Target Condition Target Condition Target Condition Condition Current ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 30. Challenge Current ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 31. Target Condition examples • All work visible • Lead time 40 days (from 80 days) • Work-in-process 15 (from 20) • Deploy to production every 2 weeks • Specification by Example is used for 80% of the featuresCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 32. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 33. Act Plan Check DoCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 34. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 35. Improvements are experimentsCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 36. Hypothesis Learning Observation Prediction ExperimentCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 37. Expect at least 50% of the experiments will not give the expected result This is when we REALLY learn!Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 38. Target Condition Current ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 39. Target Condition A P Current C D ConditionCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 40. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 41. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 42. Vision• Zero defects, in production• 100 percent value added• Highest value first, on demand Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 43. Challenge• No recurring defects• Same environment in all stages• Concept to Cash in weeks rather than months• Continuous delivery. In days rather than weeks Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 44. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 45. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 46. Id Title StartDate EndDate LeadTime 1010 Feature 1 2011-05-20 2011-05-30 10 1011 Feature 2 2011-05-25 2011-06-06 12 1012 Feature 3 2011-05-31 2011-06-12 12 1013 Feature 4 2011-05-31 2011-06-09 9 1014 Feature 5 2011-06-05 2011-06-13 8 1015 Feature 6 2011-05-20 2011-06-02 13 1016 Feature 7 2011-05-25 2011-06-06 12 1017 Feature 8 2011-05-31 2011-06-08 8 1018 Feature 9 2011-05-31 2011-06-10 10 1019 Feature 10 2011-06-06 2011-06-13 7
  • 47. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 48. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 49. Lead time ThroughputFrontend Half the lead time 12th April
  • 50. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process Release Release Create request Business proposal Approvals Technical design Development Test Release planning management Market & BD Heat ticket BRD Approval UAT Sign-off 3 days 7 days 5 min 5h 1h 2h 5 min 5 days 4 days PMO Approval 7 days 1 day 6 min 1 day Functional and Release planing Test Case Status report FDD Guesstimateing systems test Validation FA 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 7 days 2 days Developer Development, 1 day 7 days documentation Packeting Guesstimateing TDD 1 day and test Clearrity ticket 4h 4h 13 h 1,5 h 15 days manager Release Release to test env. 4 days 1 h (4 h) GTS Send Approval Release to prod. 5 min 2 h (9 h) 1 day Management Approval 20 minLead timeS = 12 daysM = 20 daysL = 40 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
  • 51. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process MPNet Development Process Release Release Release Release Create request Business proposal Approvals Technical design Development Test Release Create request Business proposal Approvals Technical design Development Test Release planning management planning management Market & BD Market & BD Heat ticket BRD Approval UAT Sign-off Heat ticket BRD Approval UAT Sign-off 3 days 7 days 3 days 7 days 5 min 5h 1h 2h 5 min 5 min 5h 1h 2h 5 min 5 days 5 days 4 days 4 days PMO PMO Approval 7 days Approval 7 days 1 day 1 day 6 min 6 min 1 day 1 day Functional and Functional and Release planing Test Case Status report Release planing Test Case Status report FDD Guesstimateing systems test Validation FDD Guesstimateing systems test Validation FA FA 7 days 2 h (8 h) 4h 5 min 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h) 7 days 7 days 2 days 2 days Developer Developer Development, Development, 1 day 7 days documentation Packeting 1 day 7 days documentation Packeting Guesstimateing TDD 1 day Guesstimateing TDD 1 day and test Clearrity ticket and test Clearrity ticket 4h 4h 4h 4h 13 h 1,5 h 13 h 1,5 h 15 days 15 days manager manager Release Release Release to test Release to test env. 4 days env. 4 days 1 h (4 h) 1 h (4 h) GTS GTS Send Approval Release to prod. Send Approval Release to prod. 5 min 2 h (9 h) 5 min 2 h (9 h) 1 day 1 day Management Management Approval Approval 20 min 20 minLead time Lead timeS = 12 days S = 12 daysM = 20 days M = 20 daysL = 40 days L = 40 daysEscaped defects Escaped defectsLevel 1: 1 Level 1: 1Level 2: 2 Level 2: 2Level 3: 0 Level 3: 0Customer satisfaction Customer satisfactionNPS: 20% NPS: 20%
  • 52. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process MPNet Development Process Release Release Release Release Create request Business proposal Approvals Technical design Development Test Release Create request Business proposal Approvals Technical design Development Test Release planning management planning management Market & BD Market & BD Heat ticket BRD Approval UAT Sign-off Heat ticket BRD Approval UAT Sign-off 3 days 7 days 3 days 7 days 5 min 5h 1h 2h 5 min 5 min 5h 1h 2h 5 min 5 days 5 days 4 days 4 days PMO PMO Approval 7 days Approval 7 days 1 day 1 day 6 min 6 min 1 day 1 day Functional and Functional and Release planing Test Case Status report Release planing Test Case Status report FDD Guesstimateing systems test Validation FDD Guesstimateing systems test Validation FA FA 7 days 2 h (8 h) 4h 5 min 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h) 7 days 7 days 2 days 2 days Developer Developer Development, Development, 1 day 7 days documentation Packeting 1 day 7 days documentation Packeting Guesstimateing TDD 1 day Guesstimateing TDD 1 day and test Clearrity ticket and test Clearrity ticket 4h 4h 4h 4h 13 h 1,5 h 13 h 1,5 h 15 days 15 days manager manager Release Release Release to test Release to test env. 4 days env. 4 days 1 h (4 h) 1 h (4 h) GTS GTS Send Approval Release to prod. Send Approval Release to prod. 5 min 2 h (9 h) 5 min 2 h (9 h) 1 day 1 day Management Management Approval Approval 20 min 20 minLead time Lead timeS = 12 days S = 8 daysM = 20 days M = 16 daysL = 40 days L = 36 daysEscaped defects Escaped defectsLevel 1: 1 Level 1: 1Level 2: 2 Level 2: 2Level 3: 0 Level 3: 0Customer satisfaction Customer satisfactionNPS: 20% NPS: 20%
  • 53. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 54. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process MPNet Development Process Release Release Release Release Create request Business proposal Approvals Technical design Development Test Release Create request Business proposal Approvals Technical design Development Test Release planning management planning management Market & BD Market & BD Heat ticket BRD Approval UAT Sign-off Heat ticket BRD Approval UAT Sign-off 3 days 7 days 3 days 7 days 5 min 5h 1h 2h 5 min 5 min 5h 1h 2h 5 min 5 days 5 days 4 days 4 days PMO PMO Approval 7 days Approval 7 days 1 day 1 day 6 min 6 min 1 day 1 day Functional and Functional and Release planing Test Case Status report Release planing Test Case Status report FDD Guesstimateing systems test Validation FDD Guesstimateing systems test Validation FA FA 7 days 2 h (8 h) 4h 5 min 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h) 7 days 7 days 2 days 2 days Developer Developer Development, Development, 1 day 7 days documentation Packeting 1 day 7 days documentation Packeting Guesstimateing TDD 1 day Guesstimateing TDD 1 day and test Clearrity ticket and test Clearrity ticket 4h 4h 4h 4h 13 h 1,5 h 13 h 1,5 h 15 days 15 days manager manager Release Release Release to test Release to test env. 4 days env. 4 days 1 h (4 h) 1 h (4 h) GTS GTS Send Approval Release to prod. Send Approval Release to prod. 5 min 2 h (9 h) 5 min 2 h (9 h) 1 day 1 day Management Management Approval Approval 20 min 20 minLead time Lead timeS = 12 days S = 8 daysM = 20 days M = 16 daysL = 40 days L = 36 daysEscaped defects Escaped defectsLevel 1: 1 Level 1: 1Level 2: 2 Level 2: 2Level 3: 0 Level 3: 0Customer satisfaction Customer satisfactionNPS: 20% NPS: 20%
  • 55. 26th March Lead time FrontendDocument the setupprocess
  • 56. 26th March Lead time FrontendDocument the setup We expect toprocess understand the process better
  • 57. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 58. Lead time Throughput Frontend Half the lead time 12th April MPNet Development Process MPNet Development Process Release Release Release Release Create request Business proposal Approvals Technical design Development Test Release Create request Business proposal Approvals Technical design Development Test Release planning management planning management Market & BD Market & BD Heat ticket BRD Approval UAT Sign-off Heat ticket BRD Approval UAT Sign-off 3 days 7 days 3 days 7 days 5 min 5h 1h 2h 5 min 5 min 5h 1h 2h 5 min 5 days 5 days 4 days 4 days PMO PMO Approval 7 days Approval 7 days 1 day 1 day 6 min 6 min 1 day 1 day Functional and Functional and Release planing Test Case Status report Release planing Test Case Status report FDD Guesstimateing systems test Validation FDD Guesstimateing systems test Validation FA FA 7 days 2 h (8 h) 4h 5 min 7 days 2 h (8 h) 4h 5 min 10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h) 7 days 7 days 2 days 2 days Developer Developer Development, Development, 1 day 7 days documentation Packeting 1 day 7 days documentation Packeting Guesstimateing TDD 1 day Guesstimateing TDD 1 day and test Clearrity ticket and test Clearrity ticket 4h 4h 4h 4h 13 h 1,5 h 13 h 1,5 h 15 days 15 days manager manager Release Release Release to test Release to test env. 4 days env. 4 days 1 h (4 h) 1 h (4 h) GTS GTS Send Approval Release to prod. Send Approval Release to prod. 5 min 2 h (9 h) 5 min 2 h (9 h) 1 day 1 day Management Management Approval Approval 20 min 20 minLead time Lead timeS = 11 days S = 8 daysM = 19 days M = 16 daysL = 39 days L = 36 daysEscaped defects Escaped defectsLevel 1: 1 Level 1: 1Level 2: 2 Level 2: 2Level 3: 0 Level 3: 0Customer satisfaction Customer satisfactionNPS: 20% NPS: 20%
  • 59. 26th March Lead time FrontendDocument the setup We expect to Many steps are done manuallyprocess understand the even if they can be automated process better
  • 60. 26th March Lead time FrontendDocument the setup We expect to Many steps are done manually Many of the steps can be automatedprocess understand the even if they can be automated with small changes to the current process better setup process
  • 61. 26th March Lead time FrontendDocument the setup We expect to Many steps are done manually Many of the steps can be automatedprocess understand the even if they can be automated with small changes to the current process better setup processAutomating large partsof the test setup
  • 62. 26th March Lead time FrontendDocument the setup We expect to Many steps are done manually Many of the steps can be automatedprocess understand the even if they can be automated with small changes to the current process better setup processAutomating large partsof the test setupAutomating setup oftest database
  • 63. 26th March Lead time FrontendDocument the setup We expect to Many steps are done manually Many of the steps can be automatedprocess understand the even if they can be automated with small changes to the current process better setup processAutomating large partsof the test setupAutomating setup of test We expect to half thedatabase setup time for the test database
  • 64. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 65. Leader coaching the learnersCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 66. Coaching KataCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 67. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 68. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 69. The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 70. Toyota Kata summary Creates organization ”muscle memory” for continuous improvements Improvements are experiments Familiar routines, as you probe through the unknownCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 71. Are the exact Katas important?Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 72. Yes, but • Having routines are more important – People should know what to expect – Adds extra security when probing through the unknownCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 73. Rocks !!Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 74. Your treasure map to Toyota Kata!http://www.lean.org/kata/ Yourhttp://www.slideshare.net/hkanforss/http://www.slideshare.net/mike734 Title herehttp://hakanforss.wordpress.com/tag/toyota-kata/Håkan Forss Mattias KarlssonLean/Agile Coach Java Champion, Your Logo Here Agile Coach@hakanforss @matkar Speaker Name Your title Company Name @twitter