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.
Do or do not. There is no try. —Yoda
18. Hypothesis
Observation Prediction
Experiment
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19. Expect at least 50% of the
experiments will not give the
expected result
This is when we REALLY learn!
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20. What do continuous really mean?
• At least one experiment a week
• Always at least one active
experiment
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21. Daily work
Improving
Delivering value
the work
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22. See yourself as gardeners
If you don’t keep it up,
the weeds will grow back
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23. Let’s do an experiment!
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25. Now cross them the other way
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26. We need to rewire our brains for
continuous improvements
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27. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
28. What is a Kata?
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29. Create ”muscle memory”
for continuous improvements
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30. “We are what we repeatedly do.
Excellence, then, is not an act,
but a habit.”
Aristotle
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31. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
32. Vision
Challenge
Target
Target
Target
Target Condition
Condition
Condition
Condition
Current
Condition
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34. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
35. The Vision
• Process focused
• Not outcome focused
• Not a business or company vision
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36. Toyota’s Vision for Its
Production Operations
• Zero defects
• 100 percent value added
• One-piece flow, in sequence, on demand
• Security for people
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37. Software development
Vision example
• Zero defects, in production
• 100 percent value added
• Highest value first, on demand
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38. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
39. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
40. What to collect
• Data and facts, not gut feel
• Process metrics
• Outcome metrics
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41. Our next target
condition is…
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42. Beyond the knowledge
threshold
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43. Put a square peg in a
round hole
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44. 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 Right
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45. Challenge
Target
Target Condition
Target Condition
Target Condition
Condition
Current
Condition
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46. Challenge
Current
Condition
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47. Target Condition examples
• Make all work visible
• Reduce the lead time by 50%
• Reduce the work-in-process by 25%
• Deploy to production every 2 weeks
• Implement Specification by Example
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48. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
49. Target
Condition
Current
Condition
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50. Target
Condition
A P
Current C D
Condition
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51. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
52. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
53. Leader coaching the learners
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54. Give a helping hand
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55. Give a push in the
right direction
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58. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
59. So how are the Daily
meeting going? Good. We are taking
small steps in the
right direction
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60. You are starting
to take small
Small experiments that
steps every day.
probe your way towards
the Target Condition
I agree.
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61. So, what is the target
condition you are Reducing the lead
working on? time by 4 days
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62. Lead time Throughput
Frontend Half the lead time 12th dec
Lead time Lead time
S = 10 days S = 8 days
M = 20 days M = 16 days
L = 40 days L = 36 days
Escaped defects Escaped defects
Level 1: 1 Level 1: 1
Level 2: 2 Level 2: 2
Level 3: 0 Level 3: 0
Customer satisfaction Customer satisfaction
NPS: 20% NPS: 20%
63. We are almost there
What is the actual on the small user
condition now? stories, but not on the
medium and large
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64. Can you show me
the data?
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66. What obstacles are
now preventing you We have identified
from reaching the the following
target condition? obstacles …
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67. Which one are you The test
addressing now? setup time
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68. Document the
What was your setup process
last step?
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69. As we went through
What actually the test setup we
happened? documented every step
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70. What did you learn?
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71. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
72. What is your next
step?
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73. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
Automating large
parts of the test
setup
74. Sounds like a major
step? Smaller steps Yes, I guess it is.
are preferred.
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75. What could be a
smaller next step?
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76. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
Automating large
parts of the test
setup
77. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
Automating large
parts of the test
setup
Automating setup
of test database
78. Good.
What results do
you expect?
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79. 5th Dec
Lead time
Frontend
Many steps are done Many of the steps can be
Document the We expect to
manually even if they can automated with small changes
setup process understand the
be automated to the current setup process
process better
Automating large
parts of the test
setup
Automating setup We expect to half
of test database the setup time for
the test database
80. When can we go and see
what we have learned In one week.
from taking that step?
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81. Good.
See you in one week.
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82. Toyota Kata summary
• Creates organization ”muscle memory”
for continuous improvements
• Improvements are experiments
• Familiar routines, as you probe through
the unknown
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83. Are the exact
Katas important?
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84. Yes, but
• Having routines are more important
– People should know what to expect
– Adds extra security when probing through
the unknown
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85. Toyota Kata may work for
building cars,
but we develop software!
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86. • Toyota Kata can, and have been applied
in other domains with great success
• Toyota Kata has been successfully
applied in product and software
development
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88. Your treasure map to
Toyota Kata!
http://hakanforss.wordpress.com/tag/toyota-kata/
http://www-personal.umich.edu/~mrother/Homepage.html
http://www.lean.org/kata/
http://www.slideshare.net/mike734
http://www.slideshare.net/BillCW3/
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