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The Coaching Kata Chain of Coaching
 

The Coaching Kata Chain of Coaching

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There's a lot of interest in what the Coach/Learner dialog looks like when it's extended up-and-down across the levels of an organization. This SlideShare shows you how that works, including the role ...

There's a lot of interest in what the Coach/Learner dialog looks like when it's extended up-and-down across the levels of an organization. This SlideShare shows you how that works, including the role of Value Stream Mapping.

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    The Coaching Kata Chain of Coaching The Coaching Kata Chain of Coaching Presentation Transcript

    • The Coaching Kata Chain of Coaching By Gerd Aulinger and Mike Rother with Mark Rosenthal Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   1
    • What it Looks Like When it's in Place There's  a  lot  of  interest  in  what  the  Coach/Learner  dialog   that's  built  into  the  Coaching  Kata  and  Improvement  Kata   looks  like  when  it's  extended  up-­‐and-­‐down  the  levels  of   an  organizaAon.    This  SlideShare  provides  an  example.   Goal  Deployment  „Top-­‐Down“   This  SlideShare  clarifies   the  big  picture.       It  takes  Ime  to  develop   enough  people  with  IK/CK   skills  to  have  an  effecIve   chain  of  coaching  dialogs,   so  think  of  this  SlideShare   as  a  target  condiIon  to   work  toward.   What  We're  Learning  „BoEom  Up“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   2
    • The Question Addressed by this SlideShare The  Improvement  Kata  and  Coaching  Kata  are  about   goal-­‐oriented  crea:vity.    As  an  organizaAon's  teams  pursue   goals  they  are  united  by  a  challenge,  a  method  of  working   and  a  resolve  to  succeed.    This  SlideShare  is  about...   How  are  we  supposed  to   coach  AND  be  coached   at  each  level  of  the  organiza:on?   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   3
    • The Improvement Kata / Coaching Kata Pattern This is the pattern – the method of working – that repeats up-and-down the organization Learner   Understand   the   DirecAon   Establish   the  Next   Target   CondiAon   Grasp  the   Current   CondiAon   Improvement   Kata   Coaching   Cycles   InstrucAng  /  Coaching   PDCA   Toward   the  Target   CondiAon   Coaching   Kata   Coach   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   4
    • A Simplified Example: Gearbox Manufacturing Stop!   Gear   Machining   Assembly   Subassembly   Shipping   FIFO   Gearbox  Value  Stream  (simplified)   Gear  Broaching   (a  process  in  the  Gear  Machining  value  stream  loop)   Copyright  ©  2013,  Verbesserungskata.de       Gearbox  Assembly                                        Coaching  Kata  -­‐  Chain  of  Coaching   5
    • Meet the 5 Main Players in the Gearbox Value Stream Example Responsible  for   a  Value  Stream   Responsible  for  a   Value  Stream  Loop   Responsible   for  a  Process   -­‐  William-­‐   Vice  President   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   -­‐  Roger  -­‐     "Gear  Machining“   Responsible   for  the  process   "Gear  Broaching“   "Gear  Broach"   Operators   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   6
    • Each Level Follows the Same Pattern But the content differs from level to level Responsible  for   a  Value  Stream   Responsible  for  a   Value  Stream  Loop   Responsible   for  a  Process   -­‐  William-­‐   -­‐  Nancy  -­‐   ✓ -­‐  Steve  -­‐   ✓ -­‐  Roger  -­‐   ✓ "Gear  Broach"   Operators   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   7
    • These are the Kata Practice Roles The Coach-Learner pairing repeats across each level COACH  to   Nancy   COACH  to   Steve   COACH  to   Roger   Vice  President   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   LEARNER   value  stream  loop   to  Steve   "Gear  Machining“     ==========     2nd  Coach  (not  discussed  in  this  example)   -­‐  Roger  -­‐     Responsible  for   "Gear  Broach"  Operator   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de COACH  (or  "Mentor")   Ensures  the  Learner  is  working  scienIfically   according  to  the  Improvement  Kata  paEern.   Conducts  coaching  cycles  daily  using  the  5   Coaching  Kata  QuesIons.  The  coach’s  job  is  to   develop  the  Learner  by  guiding  the  learner  on   Improvement  Kata  procedure,  not  to  improve   the  process.  The  Coach  is  responsible  for  the   Learner’s  results.   LEARNER   to  William   LEARNER   to  Nancy   Applies  the  Improvement  Kata  at  the  level  for   which  they  are  responsible.  The  Learner  grasps   the  current  condiIon,  designs  the  next  target   condiIon  and  works  toward  it  by  conducIng   experiments  with  PDCA  and  developing  soluIons   to  obstacles,  all  in  daily  dialog  with  the  Coach.   The  Learner  is  responsible  for  the  doing.     -­‐  William-­‐   COACH  to   Operators   LEARNER  (or  "Mentee")   Observes  coaching  cycles  between  the  Coach  and   Learner.  Gives  feedback  to  the  Coach  to  help  the   Coach  develop  their  coaching  skills.                                              Coaching  Kata  -­‐  Chain  of  Coaching   8
    • Each Learner Has a Storyboard that looks like this Start  with  this  storyboard  format.  Eventually   your  organizaIonʼs  storyboard  design  may   evolve  to  suit  the  characterisIcs  of  your   environment  and  culture.   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   9
    • The Improvement Kata / Coaching Kata Process Has Two Phases PLANNING   Learner   Understand   the   DirecAon   EXECUTING   InstrucAng  /  Coaching   PDCA   Toward   the  Target   CondiAon   Improvement   Kata   Coaching   Cycles   Establish   the  Next   Target   CondiAon   Grasp  the   Current   CondiAon   Coaching   Kata   Coach   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   10
    • Phase  One   PLANNING. Consensus on direction and specific focal points is developed. Goals and coaching topics are derived mathematically and in detail "top down" from the future-state value stream map. Phase  Two   Let's Go Through the Two Phases EXECUTING. Once target conditions have been developed: Frequent PDCA cycles, coaching cycles and upward communication of current condition and lessons-learned begin. Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   11
    • Phase I: PLANNING Phase  One   Consensus on Direction is Developed Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   12
    • Now  working  at  the   ORGANIZATION  Level   William   Vice  President   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   13
    • Strategic Direction Senior  managers,  including  Nancy’s  coach/boss   William,  have  decided  the  company  needs  to   increase  product  variety  and  reduce  the  Ame  to   meet  customer  needs.   -­‐  William-­‐   Vice  President   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Nancy's  Steps   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   14
    • Stop!   Gear   Machining   Assembly   Subassembly   Shipping   FIFO   Now  working  at  the   VALUE  STREAM  Level   Target  lead  Ime  =  15  Days   Nancy   Responsible  for  the   "Gearbox"  value  stream   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   15
    • One level down Nancy analyzes and maps the current state of the gearbox value stream. Then, based on the strategic direction, she designs a future state for the value stream (her Target Condition). Stop!   Gear   Machining   Assembly   Subassembly   Nancy’s  Gearbox   Gearbox  Future-­‐State   Future-­‐State   Value  Stream  Map   Shipping   FIFO   Value  Stream  Map   Target  lead  Ime  =  15  Days   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   16
    • The value stream Coach (Nancy) & her Learners in Shipping, Assembly, Subassy & Gear Machining (Steve) agree on the value stream goals. Stop!   Gear   Machining   Assembly   Subassembly   Nancy’s  Gearbox   Shipping   Gearbox  Future-­‐State   Future-­‐State   Value  Stream  Map   FIFO   Target  lead  Ime  =  15  Days   Value  stream  loop   Gear  Machining   Loop  goal:    3  days  of  gear  inventory   Value  Stream  Map   Goal  Deployment   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   17
    • Nancy and Steve agree on a value stream goal of 15 Days Lead Time and a gear-machining loop goal of 3 Days of Gear Inventory Stop!   Gear   Machining   Assembly   Subassembly   Shipping   FIFO   Target  lead  Ime  =  15  Days   Value  stream  loop   Gear  Machining   Loop  goal:    3  days  of  gear  inventory   Steve,  a  strategic  objecIve  is  to   increase  our  product  variety  and   bring  the  gearbox  value  stream's   lead  Ime  down  to  15  days.  To   achieve  that  we  need  your   inventory  of  machined  gears  to  go   from  30  days  to  3  days.  Can  you   propose  to  me  how  the  processes   in  your  Gear  Machining  loop  would   have  to  funcIon  to  achieve  that?*   *For  illustraIon  purposes  we're  focusing  on  only   one  loop  in  the  Gear  Machining  value  stream.   Nancy's  procedure  repeats  for  the  other  loops.   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Steve's  Steps   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   18
    • The Role of Value Stream Mapping in defining the challenge or direction William   Nancy   Steve   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   19
    • Stop!   Gear   Machining   Assembly   Subassembly   Shipping   FIFO   Target  lead  Ime  =  15  Days   Value  stream  loop   Gear  Machining   Loop  goal:    3  days  of  gear  inventory   Now  working  at   the  VS  LOOP  Level   (We'll  focus  on  only  one  process   in  Steve's  Gear  Machining  loop.     The  procedure  repeats  for  the   other  processes  in  the  loop.)   Steve   Responsible  for  the   value  stream  loop   "Gear  Machining“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   20
    • Steve now has to grasp the current condition in his Value Stream loop. Here: at the gear broaching process Stop!   Gear   Machining   Assembly   Subassembly   Shipping   FIFO   Target  lead  Ime  =  15  Days   Value  stream  loop   Gear  Machining   Loop  goal:    3  days  of  gear  inventory   To  do  that  I  need  to  analyze  the   current  condiIon  of  the  Gear   Broaching  process*,  so  we  can  then   define  a  process  target  condiIon  to   agree  on  and  strive  for.   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Steve,  a  strategic  objecIve  is  to   increase  our  product  variety  and   bring  the  gearbox  value  stream's   lead  Ime  down  to  15  days.  To   achieve  that  we  need  your   inventory  of  machined  gears  to  go   from  30  days  to  3  days.  Can  you   propose  to  me  how  the  processes   in  your  Gear  Machining  loop  would   have  to  funcIon  to  achieve  that?   *For  illustraIon  purposes  we're  focusing  on  only  one   process  in  Steve's  VS  loop  –  Gear  Broaching.    Steve's   procedure  repeats  for  the  other  processes  in  the  loop.   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   21
    • After analyzing his VS loop's current condition, Learner Steve (guided procedurally by his coach Nancy) develops his loop's next target condition mathematically step-by-step Nancy,  to  be  able  to  operate  with  3   days  of  finished  gear  inventory  and   have  a  50%  safety  factor  we'll  need  to   broach  every  high-­‐volume  gear  plus   some  specials  every  2  days.  The   broaching  process's  EPEI  and  lot  size   need  to  =  2  days.     4   30  Days   3  Days   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   22
    • After analyzing the process's current condition, Learner Steve (guided procedurally by his coach Nancy) develops its next target condition mathematically step-by-step To  begin,  we  need  to  know   how  many  product  types   we  plan  to  have,  and  which   are  high-­‐volume  models   and  which  are  specials.   30  Types   40  Types   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   23
    • After analyzing the process's current condition, Learner Steve (guided procedurally by his coach Nancy) develops its next target condition mathematically step-by-step Our  15  shins  per  week  and   the  hours  per  shin  aren't   changing.   15  Shi`s/wk   15  Shi`s/wk   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   24
    • After analyzing the process's current condition, Learner Steve (guided procedurally by his coach Nancy) develops its next target condition mathematically step-by-step So  in  the  same  amount  of   Ime  we  need  to  broach  the   higher  volume  and  higher   variety.   102,000  pcs/mo   121,200  pcs/mo   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   25
    • After analyzing the process's current condition, Learner Steve (guided procedurally by his coach Nancy) develops its next target condition mathematically step-by-step The  total  volume  is  2,020   broached  gears  per  shin.   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   1,700  pcs/shi`   2,020  pcs/shi`   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   26
    • Developing the target condition, three themes pop up: cycle time 10 seconds, unplanned downtime 15% & changeover time 14 minutes The  mathemaIcally  derived  target  condiIon  for   Gear  Broaching  shows  that  to  get  to  a  3-­‐day   finished  gear  inventory  we  need  to  work  on   three  aspects  of  the  Gear  Broaching  process:   -­‐  Planned  cycle  Ime   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   Planned  Cycle  Time  Pc/t   -­‐  Steve  -­‐   10  Sec   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   27
    • Developing the target condition, three themes pop up: cycle time 10 seconds, unplanned downtime 15% & changeover time 14 minutes The  mathemaIcally  derived  target  condiIon  for   Gear  Broaching  shows  that  to  get  to  a  3-­‐day   finished  gear  inventory  we  need  to  work  on   three  aspects  of  the  Gear  Broaching  process:   -­‐  Planned  cycle  Ime   -­‐  Unplanned  downIme   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   Planned  Cycle  Time  Pc/t   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Unplanned  downAme  (%)   10  Sec   15%   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   28
    • Developing the target condition, three themes pop up: cycle time 10 seconds, unplanned downtime 15% & changeover time 14 minutes The  mathemaIcally  derived  target  condiIon  for   Gear  Broaching  shows  that  to  get  to  a  3-­‐day   finished  gear  inventory  we  need  to  work  on   three  aspects  of  the  Gear  Broaching  process:   -­‐  Planned  cycle  Ime   -­‐  Unplanned  downIme   -­‐  Changeover  Ime   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   Planned  Cycle  Time  Pc/t   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Unplanned  downAme  (%)   10  Sec   15%   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Changeover  Ame   14  Min   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   29
    • Nancy adds these themes, or necessary process improvements, as "kaizen bursts" on her future-state value stream map. Planned  Cycle  Time  Pc/t   Unplanned  downAme  (%)   10  Sec   15%   Example  from  Learning  to  See,  page  78   Changeover  Ame   Copyright  ©  2013,  Verbesserungskata.de       14  Min                                        Coaching  Kata  -­‐  Chain  of  Coaching   30
    • Now  working  at   the  PROCESS  Level   Roger     Responsible   for  the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   31
    • At the Gear Broaching process, Steve decides to begin by having his Learner Roger work on the changeover time. At this point the procedure repeats, one level down. Roger,  a  strategic  objecIve  is  to  increase  our  product   variety,  bring  our  value  stream's  lead  Ime  down  to   15  days  and  our  inventory  of  machined  gears  down   to  3  days.  In  order  to  achieve  this,  I  need  you  to  help   us  by  reducing  Broach  changeover  Ime  to  14  min.   Can  you  propose  to  me  how  the  changeover   processes  would  have  to  funcIon  to  achieve  that?   Roger's  Steps   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   Planned  Cycle  Time  Pc/t   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   10  Sec   Unplanned  downAme  (%)   15%   Target  Ame  for  changeover   14  Min   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de       Steve                                      Coaching  Kata  -­‐  Chain  of  Coaching   32  
    • Roger,  a  strategic  objecIve  is  to  increase  our  product   variety,  bring  our  value  stream's  lead  Ime  down  to   15  days  and  our  inventory  of  machined  gears  down   to  3  days.  In  order  to  achieve  this,  I  need  you  to  help   us  by  reducing  Broach  changeover  Ime  to  14  min.   Can  you  propose  to  me  how  the  changeover   processes  would  have  to  funcIon  to  achieve  that?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   To  do  that  first  I  need  to  analyze   the  current  condiIon  of  the   changeover  process.  I‘ll  make  a   detailed  process-­‐step  analysis  and   anerwards  define  a  14-­‐minute   process  target  condiIon  to  agree  Sec   Planned  Cycle  Time  Pc/t   10   on  and  strive  for.     Unplanned  downAme  (%)   15%   Target  Ame  for  changeover   14  Min   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de       Steve                                      Coaching  Kata  -­‐  Chain  of  Coaching   33  
    • Notice that Steve's initial assignment to Roger is vague, so he can see how Roger is thinking. Based on Roger's response Steve will adjust his coaching accordingly. Roger,  a  strategic  objecIve  is  to  increase  our  product   variety,  bring  our  value  stream's  lead  Ime  down  to   15  days  and  our  inventory  of  machined  gears  down   to  3  days.  In  order  to  achieve  this,  I  need  you  to  help   us  by  reducing  Broach  changeover  Ime  to  14  min.   Can  you  propose  to  me  how  the  changeover   processes  would  have  to  funcIon  to  achieve  that?     -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   To  do  that  first  I  need  to  analyze   the  current  condiIon  of  the   changeover  process.  I‘ll  make  a   detailed  process-­‐step  analysis  and   anerwards  define  a  14-­‐minute   process  target  condiIon  to  agree  Sec   Planned  Cycle  Time  Pc/t   10   on  and  strive  for.     Unplanned  downAme  (%)   15%   Target  Ame  for  changeover   14  Min   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de       Steve                                      Coaching  Kata  -­‐  Chain  of  Coaching   34  
    • Hi  Roger,  can  you  show   me  what  you  learned   from  your  analysis  of  the   changeover  process?   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   35
    • Hi  Roger,  can  you  show   me  what  you  learned   from  your  analysis  of  the   changeover  process?   The  current  changeover  process   consists  of  7  steps  which  take   72  minutes.   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Roger   Copyright  ©  2013,  Verbesserungskata.de     -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“                                          Coaching  Kata  -­‐  Chain  of  Coaching   36
    • Now Roger describes his next target condition To  achieve  a  14  minute  changeover   I‘ve  described  a  proposed  target   condiIon  of  desired  steps  and  Imes.   -­‐  Steve  -­‐   Roger   Copyright  ©  2013,  Verbesserungskata.de       Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“                                        Coaching  Kata  -­‐  Chain  of  Coaching   37
    • As  soon  as  Steve  and  I  have  agreed   on  a  process  target  condiIon  that   describes  the  steps  of  the  desired   14-­‐minute  changeover  process,   Steve  will  be  coaching  me  daily  in   pursuing  this  goal.   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   Planned  Cycle  Time  Pc/t   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   10  Sec   Unplanned  downAme  (%)   15%   Target  Ame  for  changeover   14  Min   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de       Steve                                      Coaching  Kata  -­‐  Chain  of  Coaching   38  
    • Define  Roles  by  Theme   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   39
    • I  record  the  improvement   themes,  measureable  goals,   achieve-­‐by  dates  and   responsibiliIes  in  a   Theme/Roles  matrix    This  is  so  we  all  know  what   we're  working  on  and  why.   Steve Pc/t Broaching 10 Sec. Downtime Broach Changeover May 10th T.B.D. T.B.D. Steve Nancy 15% T.B.D. T.B.D. Steve Nancy Roger Steve Nancy Max 14 Min June 10th -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   40
    • I  record  the  improvement   themes,  measureable  goals,   achieve-­‐by  dates  and   responsibiliIes  in  a   Theme/Roles  matrix    This  is  so  we  all  know  what   we're  working  on  and  why.   With  this  overview  we  can  coordinate  the   improvement  acIviIes  along  my  enIre   Gearbox  value  stream,  corresponding  to  the   goal  of  15-­‐day  lead  Ime.   Steve Pc/t Broaching 10 Sec. Downtime Broach Changeover May 10th T.B.D. T.B.D. Steve Nancy 15% T.B.D. T.B.D. Steve Nancy Roger Steve Nancy Max 14 Min June 10th -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   41
    • Establish  the  Schedule   for  Coaching  Cycles   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   42
    • Steve has a weekly schedule of defined coaching-cycle appointments between 9:00 and 11:00 AM. Additional coaching cycles may be done as needed after that. The scheduled coaching cycles are the trigger for Steve to practice his coaching skills. No other meetings are scheduled between 9:00 and 11:00 AM These  are  all  of  Steve's   scheduled  coaching  cycles   with  his  Learners   Steve May 10 June10 -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   √  =  Coaching  cycle  happened  on  Ime  /  X  =  Coaching  cycle  didn't  happen   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   43
    • Roger  and  I  will  meet  daily  from   9:40  to  10:00  for  a  coaching   cycle,  plus  addiIonally  as   needed.  The  coaching-­‐cycle   schedule  helps  me  maintain  an   overview  of  my  coaching.   Steve May 10 June10 -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   √  =  Coaching  cycle  happened  on  Ime  /  X  =  Coaching  cycle  didn't  happen   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   44
    • Phase II: EXECUTING Phase  Two   Daily PDCA and Coaching Cycles Begin Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   45
    • The Five Coaching Kata Questions Coaching Cycles are built around these Five Questions. This pattern of questions is utilized up-and-down the organization. Here's an example of a Coach's 5-Question card: The Five Questions Back of card - Reflection Section 1) What is the Target Condition? 2) What is the Actual Condition now? --------(Turn Card Over)---------------------> Reflect on the Last Step Taken 3) What Obstacles do you think are preventing you from reaching the target condition? Which *one* are you addressing now? Because you donʼt actually know what the result of a step will be! 4) What is your Next Step? (next PDCA / experiment) What do you expect? 1) What was your Last Step? 2) What did you Expect? 5) When can we go and see what we Have Learned from taking that step? 3) What Actually Happened? *Youʼll often work on the same obstacle for several PDCA cycles 4) What did you Learn? ------------------------------> Card is turned over to reflect on the last step Copyright  ©  2013,  Verbesserungskata.de Return                                            Coaching  Kata  -­‐  Chain  of  Coaching   46
    • What a Coaching Cycle Looks Like Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   47
    • Steve and Roger meet for at least one coaching cycle every day, related to Roger's changeover time target condition The  Learner's  PDCA   Cycles  Record  is  not   explained  in  this   SlideShare   Learner   -­‐  Roger  -­‐   Coach   -­‐  Steve  -­‐   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   48
    • I  know  at  what  Ime  Steve  is  coming   to  the  Broaching  process  every  day   and  that  he'll  ask  the  5  QuesIons,  so  I   have  the  latest  facts  &  data  ready.     Our  coaching  cycles  are  very  effecIve.   I  receive  support  and  feel  valued.   Steve May 10 June10 -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   √  =  Coaching  cycle  happened  on  Ime  /  X  =  Coaching  cycle  didn't  happen   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   49
    • Steve and Roger do at least one coaching cycle every day on the Broaching Process's current improvement theme: Changeover time What  is  the  target  condiIon  for   the  changeover  process?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Coach   (Steve)   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Learner   (Roger)   Learner's   Storyboard   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   50
    • Steve and Roger do at least one coaching cycle every day on the Broaching Process's current improvement theme: Changeover time The  goal  is  to  change  over  in  14  minutes.   What  is  the  target  condiIon  for   the  changeover  process?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Coach   (Steve)   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Learner   (Roger)   Learner's   Storyboard   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   51
    • Steve and Roger do at least one coaching cycle every day on the Broaching Process's current improvement theme: Changeover time The  goal  is  to  change  over  in  14  minutes.   What  is  the  target  condiIon  for   the  changeover  process?   What  is  the  actual  condiIon  now?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   Coach   (Steve)   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Learner   (Roger)   Learner's   Storyboard   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   52
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ The  current  changeover   Ime  is  72  minutes.   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   53
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ What  was  your  last  step   and  what  did  you  learn?   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   54
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ I  need  to   see  if  Roger   is  working   scienIfically   I  observed  the  changeover   process  and  measured  the   Ime  each  step  took.   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   55
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ What  obstacles  do  you  think   are  prevenIng  you  from   reaching  the  target  condiIon?   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   56
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ Lockout,  removing  the  tool   and  installing  the  new  tool   all  take  too  long.   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   57
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ Which  one  obstacle  are  you   addressing  now?   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   58
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ Next  I'd  like  to  focus  on  the   installaIon  of  the  new  tool.   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   59
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ This  is  the  Learner's   next  PDCA  experiment   What  is  your  next  step  and   what  do  you  expect?   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   60
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ I'd  like  to  standardize  the   fasteners.  I  expect  this  to   reduce  the  Ime  for  this  step   from  10  minutes  to  7  minutes.   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   61
    • Process  Steps  Analysis   1 2 3 4 5 6 7 Changeoverx Roger 2 Preparation (internal) Lockout Removing the tool Install new tool Run a test part Quality approval Cleanup (internal) 20‘ 28‘ 35‘ 45‘ 48‘ 57‘ 72‘ 20‘ 8‘ 7‘ 10‘ 3‘ 9‘ 15‘ 0‘ 3‘ 7‘ 14‘ 14‘ 14‘ 14‘ 0‘ 3‘ 4‘ 7‘ 0‘ 0‘ 0‘ When  can  we  go  and  see   what  you've  learned  from   taking  that  step?   72‘ 14‘ -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   62
    • Upward Communication of Current Condition and Lessons Learned What  We're  Learning   „Bogom  Up“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   63
    • In addition to acting as 2nd Coach, Nancy meets with Steve daily for a value-stream-level coaching cycle. This likewise follows the pattern of the Five Coaching Kata Questions. Aner  I  coach  my  team  members  from  9:00  to   10:40,  I  meet  with  Nancy  daily  from  10:40  to   11:00.  Through  her  coaching  I  inform  Nancy   about  the  current  condiIon  and  improvement   acIviIes  in  Gear  Machining.   Nancy  updates  her  value   stream  map  based  on   what  she  learns  in  these   coaching  cycles.   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   64
    • One level up, Nancy meets with Steve daily for a value stream coaching cycle related to Steve's target condition What  is  the  target  condiIon   for  Gear  Machining?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   65
    • Nancy meets with Steve daily for a value stream coaching cycle Our  goal  is  to  meet  demand  while   holding  3  days  of  inventory.  We  calculate   this  will  require  an  EPEI  of  2  days.   What  is  the  target  condiIon   for  Gear  Machining?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   66
    • Nancy meets with Steve daily for a value stream coaching cycle Our  goal  is  to  meet  demand  while   holding  3  days  of  inventory.  We  calculate   this  will  require  an  EPEI  of  2  days.   What  is  the  target  condiIon   for  Gear  Machining?   What  is  the  actual  condiIon  now?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   67
    • Nancy meets with Steve daily for a value stream coaching cycle Our  goal  is  to  meet  demand  while   holding  3  days  of  inventory.  We  calculate   this  will  require  an  EPEI  of  2  days.   We  currently  have  an  inventory   of  30  days  and  an  EPEI  of  20  days.   What  is  the  target  condiIon   for  Gear  Machining?   What  is  the  actual  condiIon  now?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   68
    • Nancy meets with Steve daily for a value stream coaching cycle Our  goal  is  to  meet  demand  while   holding  3  days  of  inventory.  We  calculate   this  will  require  an  EPEI  of  2  days.   We  currently  have  an  inventory   of  30  days  and  an  EPEI  of  20  days.   What  is  the  target  condiIon   for  Gear  Machining?   What  is  the  actual  condiIon  now?   What  obstacles  do  you  think  are   prevenIng  you  from  reaching  the   target  condiIon?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   69
    • Nancy meets with Steve daily for a value stream coaching cycle Our  goal  is  to  meet  demand  while   holding  3  days  of  inventory.  We  calculate   this  will  require  an  EPEI  of  2  days.   We  currently  have  an  inventory   of  30  days  and  an  EPEI  of  20  days.   What  is  the  target  condiIon   for  Gear  Machining?   What  is  the  actual  condiIon  now?   What  obstacles  do  you  think  are   prevenIng  you  from  reaching  the   target  condiIon?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   The  changeover  Ime  of  72  minutes,   the  unplanned  downIme  of  20%   and  the  cycle  Ime  of  12  seconds.   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   70
    • Nancy meets with Steve daily for a value stream coaching cycle Our  goal  is  to  meet  demand  while   holding  3  days  of  inventory.  We  calculate   this  will  require  an  EPEI  of  2  days.   We  currently  have  an  inventory   of  30  days  and  an  EPEI  of  20  days.   What  is  the  target  condiIon   for  Gear  Machining?   What  is  the  actual  condiIon  now?   What  obstacles  do  you  think  are   prevenIng  you  from  reaching  the   target  condiIon?   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   The  changeover  Ime  of  72  minutes,   the  unplanned  downIme  of  20%   and  the  cycle  Ime  of  12  seconds.   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   71
    • Summary   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   72
    • Notice the Fractal Nature of the Coaching The  pagern  of  thinking  and  acAng  –  which  is  reflected  in  the  5  Coaching   Kata  QuesAons  –  repeats  up  and  down  the  organizaAon.  The  coaching   cycles  are  a  connecAng  element  in  this  layered,  nested  approach.   The  person  at  each  level  is  a  coach  to  the  level  below  and  a  learner  to   the  level  above…  all  following  the  same  basic  pagern.   -­‐  William-­‐   Vice  President   -­‐  Nancy  -­‐   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   "Gear  Broach"  Operator   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   73
    • The Fractal Nature of the Coaching Responsible  for:  The  OrganizaIon   Coaches:  Value  Streams   Responsible  for:  A  Value  Stream   Coaches:  VS  Loops   Responsible  for:  A  VS  Loop   COACH   Coaches:  Processes   to  B   COACH   to  A   COACH   to  D   COACH   to  C   Vice   President   Value-­‐Stream   Manager   LEARNER   to  E   Department   Manager   LEARNER   to  D   Process   Supervisor   Value  Stream   Goal   Value  Stream   Loop  Goal   Process   Goal   LEARNER   to  C   Process   Operator   LEARNER   to  B   Copyright  ©  2013,  Verbesserungskata.de Organiza:on's   Strategic   Goal   Note:   The  2nd  Coach  role  is  not  shown  in  this  diagram                                              Coaching  Kata  -­‐  Chain  of  Coaching   74
    • Slide  by   Emiel  van  Est   Storyboards   Focus Proces: Doeltoestand OrganizaAon   Level   Longer  TC   Date   Longer-­‐Cycle   Uitdaging: Huidige Toestand PDCA Cycli Registratie Vorige Stap Volgende Stap Parkeerplaats Obstakels PDCAs   -­‐  William-­‐   Focus Proces: Doeltoestand Uitdaging: Huidige Toestand PDCA Cycli Registratie Vorige Stap Value  Stream   Level   Volgende Stap Parkeerplaats Obstakels -­‐  Nancy  -­‐   Focus Proces: Doeltoestand Uitdaging: Huidige Toestand PDCA Cycli Registratie Vorige Stap Value  Stream   Loop  Level   Volgende Stap Parkeerplaats Obstakels -­‐  Steve  -­‐   Focus Proces: Process   Level   Short  TC   Date   -­‐  Roger  -­‐   Copyright  ©  2013,  Verbesserungskata.de Planning       Short-­‐Cycle   PDCAs   Doeltoestand Uitdaging: Huidige Toestand PDCA Cycli Registratie Vorige Stap Volgende Stap Parkeerplaats Obstakels ExecuAng                                          Coaching  Kata  -­‐  Chain  of  Coaching   75
    • One Level's Target Condition is the Direction for the Next Level Down Responsible  for   a  Value  Stream   Responsible  for  a   Value  Stream  Loop   Responsible   for  a  Process   -­‐  William-­‐   -­‐  Nancy  -­‐   -­‐  Steve  -­‐   -­‐  Roger  -­‐   "Gear  Broach"   Operators   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   76
    • An  obstacle  to  a  strategic   iniIaIve  of  the  company  is  the   gear  box  line’s  long  lead  Ime.   Each Learner designs their Target Condition in iterative coaching dialog with their Coach One  obstacle  prevenIng  the  value  stream   from  achieving  Nancy's  target  condiIon  is   the  30  days  of  inventory  in  machining.   Nancy  designs  a  target  condiIon  for   the  Gearbox  Value  Stream,  which   includes  a  lead  Ime    of  15  days   Nancy's   Target   CondiAon   Steve's   Target   CondiAon   Steve  designs  a  target  condiIon  for  the   Gear  Maching  Loop,  which  includes    the   loop  meeIng  demand  while  holding  only   3  days  of  inventory,  by  cycling  through   its  part  count  every  2  days.   Roger's  Target   CondiAon   Roger  will  end  up  addressing  each  of   those  3  obstacles  in  turn.  Roger   designs  his  first  target  condiIon  for  the   Gear  Broaching  Process,  which  is  his   design  for  a  14-­‐minute  changeover.   Fractal  means  that  at  each  level   down  the  Improvement  Kata   procedure  and  thinking  pagern   are  the  same,  only  the  content   gets  smaller  in  scope   Copyright  ©  2013,  Verbesserungskata.de Three  obstacles  in  gear  broaching  now   prevenIng  the  gear  machining  loop   from  achieving  its  target  condiIon  are:   -­‐  72  minute  changeover  Ame   -­‐  15%  Unplanned  downIme   -­‐  12  second  cycle  Ime     The  obstacle  Roger  is  addressing  now   is  the  tool  installaIon.   Therefore,  Roger's  first  experiment  is   going  to  be  to  standardize  the   fasteners  and  test  his  assumpIon.       The  obstacles  to  a  14  minute   changeover  are  :   -­‐  Lockout   -­‐  Removing  the  tool   -­‐  And  installing  the  tool     all  taking  too  long.     Roger  believes  that  the     non-­‐standard  fasteners  are   in  the  way  of  geung  this   step  from  10  minutes  to  7.                                        Coaching  Kata  -­‐  Chain  of  Coaching   77
    • An  obstacle  to  a  strategic  iniIaIve   of  the  company  is  the  gear  box   line’s  long  lead  Ime.   Nancy  is  developing  Steve’s   Reducing  the  gear  box  line’s  lead  Ime   One  obstacle  prevenIng  Nancy  from   capability  by  coaching  achieving  her  target  condiIon  is  the   his  applicaAon   from  30  days  to  15  days  becomes   Nancy’s  target  condiIon.  mprovement  Kata  pagern  as  n  machining.   30  days  of  inventory  i of  the  I he  works  with  Roger.   The  obstacles  prevenIng  gear   machining  from  achieving  the  target   demand  while  holding  only    days  of   Steve  is  coaching  R3oger,  but  Nancy  is   are:   condiIon   inventory.  To  do  this,  he  will  need  to  cycle   responsible  ount  every  2  esults  in  her   -­‐  72  minute  changeovers.   through  his  part  c for  the  r days.   -­‐  15%  Unplanned  downIme.   Value  Stream.   -­‐  12  second  cycle  Imes.   In  gear  broaching.    Steve’s  target  condiAon  is  to  meet   With  Steve’s  coaching,  Roger  will  eRoger’s   The  obstacles  are     Steve  is  developing   nd   up  addressing  each  of  these  issues  in   -­‐  Lockout   capability  by  coaching  him  through   the  tool   turn.  But  his  first  target  condiAon  is  to   -­‐  Removing   the  Improvement  Kata  pagern.   installing  the  tool     address  the  obstacle  of  72  minute   -­‐  And   changeovers.   all  taking  too  long.       And  the  Coaching  Kata   pagern  also  repeats   across  the  levels   Copyright  ©  2013,  Verbesserungskata.de   Roger  is  achieving  the  results,  but   The  obstacle  Roger  is  addressing  now   that  the   Steve  is  responsible  to  Nancy  fRoger  believes  asteners    are   or   is  the  tool  installaIon.   non-­‐standard  f delivering  them.   in  the  way  of  geung  this   Therefore,  his  first  experiment  is  going   to  be  to  standardize  the  fasteners  and   test  his  assumpIon.       step  from  10  minutes  to  7.                                        Coaching  Kata  -­‐  Chain  of  Coaching   78
    • Future State Mapping helps you define Direction and Challenge A  future-­‐state  goal  guides  every  day's  work.    Without  it:     •  Improvement  efforts  and  proposals  get  ROI  evaluated   independently,  instead  of  as  part  of  reaching  for   something.   •  We  tend  to  jump  from  one  direcAon  to  another,   rather  than  struggling  through  the  tough  obstacles  to   achieve  the  innovaAons  and  important  competencies   of  tomorrow.   •  Improvement  becomes  reacAng  to  problems   (“troubleshooAng”  to  maintain  the  status  quo)  rather   than  reaching  for  a  new  level  of  performance.   A  future-­‐state  value  stream  map  gives  you  a  way  of  establishing  and   communicaAng  challenge,  which  guides  the  establishing  of  target   condiAons  at  the  individual  work  processes  inside  the  value  stream.   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   79
    • How are the people doing the work involved? We're  o`en  asked,  "How  do  we  involve  the  people  who  are  doing  the   process  work?"    Whenever  anyone  applies  the  Improvement  Kata,   they  work  together  with  the  next  level  down  at  least  as  follows:     à  In  understanding  the  current  work  process  in  order  to  establish   the  target  condiAon  (PLANNING  phase).     à  In  working  to  break  through  obstacles  on  the  way  to  the  target   condiAon  (EXECUTION  phase).   Coaches   Applies  the  Improvement  Kata   toward  a  target  condiAon   -­‐  Steve  -­‐   Helps  work  on   specific  obstacles  to   that  target  condiAon   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Operator   "Gear  Broach"     Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   80
    • Another Example One level up, and so on Coaches   Applies  the  Improvement  Kata   toward  a  target  condiAon   -­‐  Nancy  -­‐   Helps  work  on   specific  obstacles  to   that  target  condiAon   Responsible  for   the  "Gearbox"   value  stream   -­‐  Steve  -­‐   Responsible  for  the   value  stream  loop   "Gear  Machining“   -­‐  Roger  -­‐     Responsible  for   the  process   "Gear  Broaching“   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   81
    • For Detailed IK/CK Instructions see the Improvement Kata Handbook A free download on the Toyota Kata Website Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   82
    • The Handbook Instructions Apply at Each Level All Coaches and Learners use the same Handbook because they're using the same method of working Responsible  for   a  Value  Stream   Responsible  for  a   Value  Stream  Loop   Responsible   for  a  Process   Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   83
    • The Coaching Kata Chain of Coaching Best Wishes! Gerd, Mike, Mark Copyright  ©  2013,  Verbesserungskata.de                                            Coaching  Kata  -­‐  Chain  of  Coaching   84