With:                                   Gerd Aulinger                                   Barb Bouché  Bill Costantino      ...
THE
IMPORTANCE
OF
GOAL‐DIRECTED
                    THINKING
AND
ACTING
                          We
have
only
limited
/me...
This
is
also
important
because
if
you
        want
your
teams
to
be
engaged
        when
they
work
on
improvement
        ...
LETS
TAKE
A
LOOK
AT
WHATS
GOING
ON
                   IN
A
LOT
OF
COMPANIES
© Mike Rother & Bill Costantino               ...
We
conduct
waste
walks…
oHen
with
people
        not
inJmately
familiar
with
the
process
© Mike Rother & Bill Costantino  ...
We
quickly
idenJfy
a
list
of
random
wastes
                                  “Wastes
we
can
easily
see”
                  ...
The
aHermath...
We
invest
valuable
Jme
         and
resources
trying
to
eliminate
these
wastes
OK...
as
the
VP
suggested
o...
But
they
may
not
be
what
we
need
                      to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
on
his
wast...
But
they
may
not
be
what
we
need
                      to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
           ...
But
they
may
not
be
what
we
need
                      to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
           ...
The
Waste
Walk
approach
is
undisciplined
and
    arbitrary,
based
on
whatever
a
person’s
perspec/ve
    happens
to
be
at
t...
The
Waste
Walk
approach
is
undisciplined
and
    arbitrary,
based
on
whatever
a
person’s
perspec/ve
    happens
to
be
at
t...
Were
unlikely
to
beat
the
                                  compe//on
this
way.

I
know
                                  ...
Were
unlikely
to
beat
the
                                                     compe//on
this
way.

I
know
               ...
The
Improvement
Kata
is
different.
It
involves
                          SystemaJc
Striving
toward
a
defined
Target
CondiJon...
The
Improvement
Kata
is
different.
It
involves
                        SystemaJc
Striving
toward
a
defined
Target
CondiJon.
...
No/ce
the
difference
this
creates
for
your
team.
       Blame               Lists of                                     Ta...
No/ce
the
difference
this
creates
for
your
team.
       Blame               Lists of                                     Ta...
© Mike Rother & Bill Costantino   TOYOTA KATA                                                19

HERES
A
STEP
YOU
CAN
TAKE
© Mike Rother & Bill Costantino        TOYOTA KATA                                              ...
MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
                  Ask
these
Five
Ques/ons
whenever
your
team
meets.
               ...
MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
                  Ask
these
Five
Ques/ons
whenever
your
team
meets.
               ...
MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
                  Ask
these
Five
Ques/ons
whenever
your
team
meets.
               ...
START
TODAY
                                                 Add
structure
and
focus
                        Keep
the
Five...
START
TODAY
                                                  Add
structure
and
focus
                         Keep
the
Fi...
START
TODAY
                                                  Add
structure
and
focus
                         Keep
the
Fi...
Five Basic TK Questions                                         1. What are we trying to achieve?                         ...
5 Questions for Every Meeting         5 Questions for Every Meeting1. What are we trying to achieve?     1. What are we tr...
DEVELOP
NEW
HABITS…
© Mike Rother & Bill Costantino            TOYOTA KATA                                                ...
DEVELOP
NEW
HABITS…
                    …
TO
SEE
NEW
RESULTS!
                         “To
get
what
you’ve
never
had,
    ...
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Activate Your Team

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A tactic for developing engagement and goal-directed thinking in your team

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Activate Your Team

  1. 1. With: Gerd Aulinger Barb Bouché Bill Costantino Mike Rother Beth Carrington Håkan Forss
 .. Five Questions toActivate Your Team© Mike Rother & Bill Costantino TOYOTA KATA
  2. 2. THE
IMPORTANCE
OF
GOAL‐DIRECTED
 THINKING
AND
ACTING
 We
have
only
limited
/me
in
each
 workday
to
make
improvements,
and
 your
compe/tors
are
right
behind
you.
 If
you’re
going
to
ini/ate
improvement
 ac/vity,
ensure
people
are
working
on
 those
things
they
need
to
work
on
to
 achieve
important
goals.
© Mike Rother & Bill Costantino TOYOTA KATA 2

  3. 3. This
is
also
important
because
if
you
 want
your
teams
to
be
engaged
 when
they
work
on
improvement
 they
should
be
working
on
 something
meaningful…
 …
not
only
random
wastes
 or
problems
somebody
 spo@ed
on
a
waste
walk.
© Mike Rother & Bill Costantino TOYOTA KATA 3

  4. 4. LETS
TAKE
A
LOOK
AT
WHATS
GOING
ON
 IN
A
LOT
OF
COMPANIES
© Mike Rother & Bill Costantino TOYOTA KATA 4

  5. 5. We
conduct
waste
walks…
oHen
with
people
 not
inJmately
familiar
with
the
process
© Mike Rother & Bill Costantino TOYOTA KATA 5

  6. 6. We
quickly
idenJfy
a
list
of
random
wastes
 “Wastes
we
can
easily
see”
 •  Lengthy
changeovers
 •  Walking
 •  Too
many
operators
 •  Part
shortages
 •  Poor
cell
layout
 •  Poor
parts
presenta/on
 •  Operators
not
trained
 •  Machine
down/me
 •  No
standardized
work
 •  Poor
Housekeeping
 •  Inventory
© Mike Rother & Bill Costantino TOYOTA KATA 6

  7. 7. The
aHermath...
We
invest
valuable
Jme
 and
resources
trying
to
eliminate
these
wastes
OK...
as
the
VP
suggested
on
his
waste
walk,
how
do
we
change
this
over
in
half
the
/me?
 CI
 Area
 Manager
 Manager
 © Mike Rother & Bill Costantino TOYOTA KATA 7

  8. 8. But
they
may
not
be
what
we
need
 to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
on
his
waste
walk,
how
do
we
change
this
over
in
half
the
/me?
 CI
 Area
 Manager
 Manager
 © Mike Rother & Bill Costantino TOYOTA KATA 8

  9. 9. But
they
may
not
be
what
we
need
 to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
 Well,
we
have
a
on
his
waste
walk,
how
 future‐state
map…
do
we
change
this
over
in
half
the
/me?
 CI
 Area
 Manager
 Manager
 © Mike Rother & Bill Costantino TOYOTA KATA 9

  10. 10. But
they
may
not
be
what
we
need
 to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
 Well,
we
have
a
 …and
our
current
on
his
waste
walk,
how
 future‐state
map…
 focus
has
been
a
new
do
we
change
this
over
in
 scheduling
pa@ern
half
the
/me?
 for
this
process.
 CI
 Area
 Manager
 Manager
 © Mike Rother & Bill Costantino TOYOTA KATA 10

  11. 11. The
Waste
Walk
approach
is
undisciplined
and
 arbitrary,
based
on
whatever
a
person’s
perspec/ve
 happens
to
be
at
that
moment.
 Beth
 “I
see
too
much
walking!”
 “I
see
a
lack
of
visual
controls”
 Carrington
 “I
just
no9ced
this
abnormality”
 “Lets
ask
the
operators
what
they
think”
“We
should
do


8‐step
problem

 “Lets
implement



solving
on
that”
 

what
I
saw
on
a

 

benchmarking
trip”
 “I
see
this

 

problem.


 
Lets
fix
it.”
“I
see
a
devia9on



in
Step
4”
 “I
see
too
much
rework”
 © Mike Rother & Bill Costantino TOYOTA KATA 11

  12. 12. The
Waste
Walk
approach
is
undisciplined
and
 arbitrary,
based
on
whatever
a
person’s
perspec/ve
 happens
to
be
at
that
moment.
 “I
see
too
much
walking!”
 “I
see
a
lack
of
visual
controls”
 “I
just
no9ced
this
abnormality”
 “Lets
ask
the
operators
what
they
think”
“We
should
do


8‐step
problem

 “Lets
implement



solving
on
that”
 

what
I
saw
on
a

 

benchmarking
trip”
 “I
see
this

 

problem.


 
Lets
fix
it.”
“I
see
a
devia9on
 I
agree.

As
we
look
around



in
Step
4”
 each
of
us
is
naturally
biased
 in
what
we
see
and
view
as
 Barb
Bouché
 “I
see
too
much
rework”
 important.
 © Mike Rother & Bill Costantino TOYOTA KATA 12

  13. 13. Were
unlikely
to
beat
the
 compe//on
this
way.

I
know
 troubleshoo/ng
is
necessary
 (things
happen!).
BE
CAREFUL
 though,
waste
hunts
or
 troubleshoo/ng
are
not
an
 improvement
process.
© Mike Rother & Bill Costantino TOYOTA KATA 13

  14. 14. Were
unlikely
to
beat
the
 compe//on
this
way.

I
know
 troubleshoo/ng
is
necessary
 (things
happen!).
BE
CAREFUL
 though,
waste
hunts
or
 troubleshoo/ng
are
not
an
 improvement
process.
 Yeah,
PDCA
without
a
 target
condi/on
is
like
 trying
to
learn
from
 randomness!
© Mike Rother & Bill Costantino TOYOTA KATA 14

  15. 15. The
Improvement
Kata
is
different.
It
involves
 SystemaJc
Striving
toward
a
defined
Target
CondiJon.
Håkan
Forss
 © Mike Rother & Bill Costantino TOYOTA KATA 15

  16. 16. The
Improvement
Kata
is
different.
It
involves
 SystemaJc
Striving
toward
a
defined
Target
CondiJon.
 Not
just
iden/fying
and
addressing
 individual
improvement
opportuni/es.

 Gerd
 The
difference
is
drama/c!
 Aulinger
© Mike Rother & Bill Costantino TOYOTA KATA 16

  17. 17. No/ce
the
difference
this
creates
for
your
team.
 Blame Lists of Target Judgments countermeasures Condition Opinions Voting What can we do? What do we need to do?© Mike Rother & Bill Costantino TOYOTA KATA 17

  18. 18. No/ce
the
difference
this
creates
for
your
team.
 Blame Lists of Target Judgments countermeasures Condition Opinions Voting What can we do? What do we need to do? Prac/cing
the
pa@ern
of
the
Improvement
Kata
 teaches
a
team
how
to
conduct
a
systema/c
 and
scien/fic
improvement
process.
© Mike Rother & Bill Costantino TOYOTA KATA 18

  19. 19. © Mike Rother & Bill Costantino TOYOTA KATA 19

  20. 20. HERES
A
STEP
YOU
CAN
TAKE
© Mike Rother & Bill Costantino TOYOTA KATA 20

  21. 21. MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
 Ask
these
Five
Ques/ons
whenever
your
team
meets.
 Five Basic TK Questions The
target
 condi/on
 1. What are we trying to achieve? 2. Where are we now? 3. What obstacle is now in our way? 4. What!s our next step, and what do we expect? 5. When can we see what we!ve learned from taking that step?© Mike Rother & Bill Costantino TOYOTA KATA 21

  22. 22. MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
 Ask
these
Five
Ques/ons
whenever
your
team
meets.
 Five Basic TK Questions The
target
 condi/on
 1. What are we trying to achieve? Thats
a
 2. Where are we now? kata
to
 prac2ce
 3. What obstacle is now in our way? 4. What!s our next step, and what do we expect? 5. When can we see what we!ve learned from taking that step?© Mike Rother & Bill Costantino TOYOTA KATA 22

  23. 23. MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
 Ask
these
Five
Ques/ons
whenever
your
team
meets.
 Five Basic TK Questions The
target
 condi/on
 1. What are we trying to achieve? Thats
a
 2. Where are we now? kata
to
 prac2ce
 3. What obstacle is now in our way? 4. What!s our next step, and what do we expect? 5. When can we see what we!ve learned from taking that step? Whoa,
 Baby!!
 When
asked
in
this
order
 every
day
these
ques/ons
 create
forward
mo2on!
© Mike Rother & Bill Costantino TOYOTA KATA 23

  24. 24. START
TODAY
 Add
structure
and
focus
 Keep
the
Five
 Ques/ons
in
mind.
 Five Basic TK Questions 1. What are we trying to achieve? 2. Where are we now? 3. What obstacle is now in our way? 4. What!s our next step, and what do we expect? 5. When can we see what we!ve learned from taking that step?© Mike Rother & Bill Costantino TOYOTA KATA 24

  25. 25. START
TODAY
 Add
structure
and
focus
 Keep
the
Five
 Ques/ons
in
mind.
 Try
it
and
see.
 Five Basic TK Questions 1. What are we trying to achieve? 2. Where are we now? 3. What obstacle is now in our way? 4. What!s our next step, and what do we expect? 5. When can we see what we!ve learned from taking that step? Hmm…
 Ill
ask
the

5
QuesJons
 © Mike Rother & Bill Costantino TOYOTA KATA 25

  26. 26. START
TODAY
 Add
structure
and
focus
 Keep
the
Five
 Ques/ons
in
mind.
 Try
it
and
see.
 Five Basic TK Questions 1. What are we trying to achieve? 2. Where are we now? 3. What obstacle is now in our way? 4. What!s our next step, and what do we expect? 5. When can we see what we!ve learned from taking that step? Hmm…
 Ill
ask
the

5
QuesJons
 It
may
change
 how
you
and
 your
team
think
 © Mike Rother & Bill Costantino TOYOTA KATA 26

  27. 27. Five Basic TK Questions 1. What are we trying to achieve? 2. Where are we now? 3. What obstacle is now in our way? 4. What!s our next step, and what do we expect? 5. When can we see what we!ve learned from taking that step? On
the
next
page
is
a
template
of
quesJon
cards.

 Download
it
and
print
it
on
card
stock.
 Take
a
quesJon
card
along
whenever
you
go
to
a
 meeJng,
huddle,
Jer
meeJng
or
gemba
walk.
 Go
through
the
Five
QuesJons
‐‐
in
order
‐‐
during
 the
meeJng,
either
as
a
group
or
to
yourself.
 The
template
is
also
downloadable
on
the
 Lean
Enterprise
Ins/tute
Improvement
Kata
&
Coaching
Kata
webpage
© Mike Rother & Bill Costantino TOYOTA KATA 27

  28. 28. 5 Questions for Every Meeting 5 Questions for Every Meeting1. What are we trying to achieve? 1. What are we trying to achieve?2. Where are we now? 2. Where are we now?3. What obstacle is now in our way? 3. What obstacle is now in our way?4. What!s our next step, and 4. What!s our next step, and what do we expect? what do we expect?5. When can we see what we!ve 5. When can we see what we!ve learned from taking that step? learned from taking that step?5 Questions for Every Meeting 5 Questions for Every Meeting1. What are we trying to achieve? 1. What are we trying to achieve?2. Where are we now? 2. Where are we now?3. What obstacle is now in our way? 3. What obstacle is now in our way?4. What!s our next step, and 4. What!s our next step, and what do we expect? what do we expect?5. When can we see what we!ve 5. When can we see what we!ve learned from taking that step? learned from taking that step? © Mike Rother & Bill Costantino TOYOTA KATA 28

  29. 29. DEVELOP
NEW
HABITS…
© Mike Rother & Bill Costantino TOYOTA KATA 29

  30. 30. DEVELOP
NEW
HABITS…
 …
TO
SEE
NEW
RESULTS!
 “To
get
what
you’ve
never
had,
 you
must
do
what
you’ve
never
done.”
 
~
Author
unknown
© Mike Rother & Bill Costantino TOYOTA KATA 30

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