The Five Coaching Kata Questions

5 The 13 Coaching 24 Kata Questions Mike Rother Dec. 2011© Mike Rother TOYOTA KATA 1

THE FIVE QUESTIONS ARE PART OF THE COACHING KATA Thereʼs a kata for the learner, and a kata for the coach© Mike Rother TOYOTA KATA 2

BUT BOTH COACH AND LEARNER USE THE FIVE QUESTIONS You canʼt completely separate coaching from the skill thatʼs being coached. Whether in practicing music, a sport or the Improvement Kata.... The coach and learner have different roles but they also learn to share a way of thinking.© Mike Rother TOYOTA KATA 3

ONE COACHING CYCLE = THE 5 QUESTIONS Click on the card to download a copy. Also available on the Toyota Kata website. The Five Questions 1) What is the Target Condition? Back of card - Reflection Section 2) What is the Actual Condition now? --------(Turn Card Over)---------------------> 3) What Obstacles do you think are preventing Reflect on the Last Step Taken you from reaching the target condition? Because you donʼt actually know Which *one* are you addressing now? what the result of a step will be! 4) What is your Next Step? (next PDCA / 1) What was your Last Step? experiment) What do you expect? 5) When can we go and see what we 2) What did you Expect? 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 Return © Mike Rother TOYOTA KATA 4

WHY THE FIVE QUESTIONS? The learning that is most useable for improvement, adaptation & innovation often comes from small PDCA cycles at the process Checks at higher, macro PDCA levels alone may lead only to conjecture about why something happened, rather than useful, detailed facts and data for adaptation. Those checks at the higher levels also come too late to do much about it. Long-cycle processes often involve longer PDCA cycles, which can slow your learning. When a process cycle is long, try to run experiments in a cycle that is intentionally shortened. “How can we test this step or idea as quickly as possible?” Remember, you canʼt see beyond your current knowledge threshold without actually trying your idea in some way.© Mike Rother TOYOTA KATA 5

ASK THE FIVE QUESTIONS AT EACH STEP PDCA Cycles Record Target Condition Learner The Five Questions CurrentCondition Coach © Mike Rother TOYOTA KATA 6

THE COACHING-CYCLE PATTERN 1 2 Target Condition Current Condition What are we Where are we Now reflect: striving to actually now? - What was your last step? achieve? Reflect on the - What did you expect? last step - What actually happened? - What did you learn? 4 3 Next Step Obstacle What is our next What obstacle are experiment? we focusing on? What do we expect? Now conduct the next experiment Now 1 2 5 Target Current Experiment Repeat Condition Condition Testing an expectation through action 4 3 Next Obstacle Step Based on a diagram by Don Clark© Mike Rother TOYOTA KATA 7

A COACHING CYCLE SHOULD LEAD TO SOME KIND OF PDCA EXPERIMENT The coach guides the learner into making a chain of PDCA cycles, where one step builds on what was learned in the last step. In most cases the dialog of one coaching cycle should focus down to one PDCA cycle. (That PDCA cycle may be as simple as “go and see.”) 1) What is the target condition? Frame 2) What is the actual condition now? -- Flip card & reflect on the last step -- Reflect 3) What obstacles do you think are preventing you from reaching the target condition? Focus Which *one* are you addressing now? A P 4) What is your next step? (next PDCA Next PDCA C D experiment) What do you expect? experiment 5) When can we go and see what we Next Next have learned from taking that step? coaching coaching cycle cycle© Mike Rother TOYOTA KATA 8

“MACRO” AND “MICRO” PDCA CYCLES Shorter PDCA cycles are nested within the larger objective Shorter, rapid PDCA cycles are kicked off at Questions 4 & 5 Questions 1 & 2: MACRO What is the target condition? ACT PLAN What is the actual condition now? Go and See CHECK DO ACT ACT PLAN PLAN Questions 4 & 5: MICRO or Study ACT PLAN ACT PLAN What is your next step? CHECK DOACT PLAN CHECK DO What do you expect? CHECK DO CHECK DO When can we go and see CHECK DO what we have learned from taking that step? Illustration from Toyota Kata, page 144 And a lot of learning, improvement, adaptation, innovation and evolution comes from those micro PDCA cycles!© Mike Rother TOYOTA KATA 9

HOW PDCA HELPS YOU LEARN AND IMPROVE Learning happens when there is surprise... when reality differs from expectation The “P” of The “C” of PDCA PDCA is an is a reflection... expectation or a prediction... What are we learning from ...a hypothesis this? What do we need to adjust? Illustration from The Team Handbook, page 3-33 When a hypothesis is refuted this is in particular when we can gain new insight that helps us reach new performance levels... ...because a refuted hypotheses reveals a knowledge threshold© Mike Rother TOYOTA KATA 10

THE KNOWLEDGE THRESHOLD Thereʼs an invisible knowledge threshold around us. What makes it visible are comments like could be, might, I think and fractures; when something other than what we expect happens. A refuted hypothesis -- when a plan, step, belief or thought turns out to be incorrect -- is an opportunity for learning, improvement, adaptation and invention. Itʼs the learning edge.The threshold of knowledge isthe place for your next PDCAexperiment. Use the pattern ofthe 5 Questions to help you:A) Spot knowledge thresholdsB) Define a hypothesis (a step) and test that hypothesis as simply and quickly as possibleC) Learn how you need to adjust and adapt in order to reach your next target condition© Mike Rother TOYOTA KATA 11

IMPROVING, ADAPTING, INNOVATING How will you make your kanban system work? How will you achieve 1x1 flow? How will you achieve shorter value-stream lead time? How will you achieve your objective? The way forward is iterative & experimenting, aimed at a desired condition that we donʼt yet know how we will achieve Predictable Zone Uncertainty / Learning Zone tacl e s ? Ob s ? Next Target Condition r nclea ry ? U Terri to Current We want to Knowledge be here Threshold next Learn to spot the knowledge threshold© Mike Rother TOYOTA KATA 12

THE WAY TO A GOAL IS ITERATIVENapkin drawing by Carl Richards© Mike Rother TOYOTA KATA 13

EXAMPLE We know how a kanban system works, but we donʼt know what will make your kanban system work Target Condition Predictable Zone Uncertainty / Learning Zone Kanban menting system between Experi processes A & B working as designed, by (date) Current Knowledge Threshold Spot the knowledge threshold, conduct your next PDCA experiment there and ask the Five Questions ...repeat© Mike Rother TOYOTA KATA 14

WHY YOU SHOULD TRY TO SEE THE KNOWLEDGE THRESHOLD (1) Persons who consciously acknowledge uncertainty are more able to influence their responses to it Our unconscious responses to uncertainty are fast, automatic and emotional. They may not lead us where we want to go.© Mike Rother TOYOTA KATA 15

WHY YOU SHOULD TRY TO SEE THE KNOWLEDGE THRESHOLD (2)Napkin drawing by Carl Richards© Mike Rother TOYOTA KATA 16

MOVING AWAY FROM THE MECHANISTIC VIEW The idea that learning comes from surprise is known in science, but in business and the popular press we often miss that point The Five Questions are an attempt to change that! • Quantification and precision What we • Objective and certain may think scientific is • Reveals what is there Eg: We have made the right plan • Involves uncertainty, ambiguity & incompleteness What • Never free from error scientific really is • A process of discovery, via systematic trial and error Eg: Our plan is a hypothesis© Mike Rother TOYOTA KATA 17

THE FIVE QUESTIONS ARE A COACHING KATA • They give you a form for coaching • They mirror a scientific behavior and thought pattern to teach and practice so it becomes second nature  PRACTICE COACHING s dient ill e ingre a skThre quiring cfor a  METHOD© Mike Rother TOYOTA KATA 18

HEREʼS ONE PRACTICE APPROACHPick 2 processes and 2 people, coach one another daily with the 5Q Process 1 Coach Learner Working with Process 1 Process 2 Coach Learner Working with Process 2© Mike Rother TOYOTA KATA 19

YOU CAN PRACTICE IK THINKING EVERY DAYEvery time you do or think something, youʼre more likely to do it again Mentally refer to these five basic Toyota Kata questions whenever youʼre involved in a team effort. The pattern of these questions is easy to learn, and each time you think through them and apply them it can strengthen the scientific pattern of the Improvement Kata in your brainʼs wiring. Five Basic TK Questions 1. What are we trying to achieve? 2. Where are we now? 3. Whatʼs currently in our way? 4. Whatʼs our next step, and what do we expect? 5. When can we see what weʼve learned from taking that step?© Mike Rother TOYOTA KATA 20

FOR EXAMPLE When you conduct a Gemba Walk (at each stop), Tier Meeting or Huddle, use the Five Basic Questions Here substitute the word “you” for “we” Five Basic TK Questions 1. What are you trying to achieve? 2. Where are you now? 3. Whatʼs currently in your way? 4. Whatʼs your next step, and what do you expect? 5. When can we see what youʼve learned from taking that step?© Mike Rother TOYOTA KATA 21

FINALLY, BE CAREFUL ASKING WHY? The Lean community promotes “asking why five times” as a means to help get to the root cause of a problem. This is fine if you are asking those “whys” to yourself. However, when a coach asks a learner “why” it can easily seem confrontational rather than constructive, especially if “why” is asked repeatedly. Youʼre asking questions to help you see the learnerʼs current thinking pattern, and for that purpose it may be better to say, “Tell me more about...”. Think of the 5 Whys as Five Experiments rather than five “whys”© Mike Rother TOYOTA KATA 22

DEVELOP NEW HABITS! The pattern of the Improvement Kata is Toyotaʼs fundamental pattern for improving, adapting and innovating. The goal is to make this pattern an autonomic habit. Think of the Improvement Kata as a "meta-habit"; one that aims to change our mental operating system so our human capabilities come to greater fruition. There are several ways the Improvement-Kata pattern is reinforced at Toyota, including in daily management, daily problem solving, quality circles, improvement events, Toyota Business Practices and A3s. We found a version of the Improvement Kata pattern embedded in each of these activities. An excellent way to teach Improvement-Kata thinking & acting is through daily use of the Five Questions described in this SlideShare.© Mike Rother TOYOTA KATA 23

Foster more scientific thinking with the Five Coaching Kata Questions Bill Mike Costantino Rother© Mike Rother TOYOTA KATA 24

http://www-personal.umich.edu	6631
http://www.lean.org	5384
http://www.scoop.it	5188
http://wandle.es	591
http://www.toyotakata.nl	332
http://leanfreaks.wordpress.com	142
http://test.lean.org	142
http://paper.li	126
http://www.encob.net	30
http://a0.twimg.com	22
http://www.linkedin.com	16
http://translate.googleusercontent.com	12
http://tweetedtimes.com	7
http://pinterest.com	4
https://si0.twimg.com	2
http://10.81.34.75	2
http://10.236.21.28	2
http://webcache.googleusercontent.com	2
http://10.1.1.8	1
http://www.twylah.com	1
http://10.18.0.37	1

The Five Coaching Kata Questions

by Mike Rother

Accessibility

Categories

Upload Details

Usage Rights

21 Embeds 18,638

Statistics

The Five Coaching Kata Questions Presentation Transcript