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Midwest Kata Practitioner Day
January 11, 2018
Safety Guidelines for Today
• Emergency Exits
• Bathrooms
Reminders
• Presentations will be available for
download after today’s event
• Hold all Q&A for the Discussion/Q&A
sessions on the agenda
• Be sure to network today!
Why KPDs?
A supplementary accessible, compact, regional
forum for sharing IK/CK activity
KPD - Purpose
• Learn more about Improvement Kata /
Coaching Kata
• Share experiences with making scientific
thinking a practical skill that anyone can learn
through practice.
• See what Midwest organizations are doing and
learning with IK/CK practice
• Encourage Communities of Practice in the
Midwest
KPD - Desired Outcomes
• You have a better understanding of the IK/CK
approach to improvement, adaptation and
innovation
• You're thinking about scientific thinking
• You're inspired to help develop scientific
thinking in the community
• Interest in a Community of Practice
• Maybe we meet again
1) DIY
• Not just copying
• Practice the "Starter Kata,"
then evolve your own way
Improvement Kata Spirit
2) You're Part of It
• At the KPD – Pick up as much as you can
• After the KPD – Practice, and share what
you learn
What’s Your IK/CK
Experience Level?
Newbie: Heard about Kata, want to learn
more, not yet practicing
Advanced
Beginner: Practicing for 2 or less years
Competent: Practicing for 2 – 4 years, Coaching
Proficient: Practicing for > 4 years, Coaching and
Teaching
KPD Agenda Overview
AM
• Keynote
• Overview of IK/CK
• 15-Minute Break
• 3 Practitioners
• Q&A / Discussion
PM
• Kata Exercise
• 20-Minute Break
• 3 Practitioners
• Q&A / Discussion
• Summary & Conclusion
LUNCH
(60 min)
Networking
9:00 - Start
12:00 - End
1:00 - Start
4:30 - End
Let's Get Started!
Steve Jones
Leadership Educator & Head Football Coach
Kimberly School District
Developing Leaders Who Grow
a Winning Culture
Today
• Examine Your Current Culture
• Developing Leaders Who Grow Your Culture
About Me…
The Starfish Story
My Starfish StoryMy Starfish Story
•Share a “Starfish Moment” with a partner.
•We all want to feel connected… (stick)
Connectedness
The Power of Human Connection
• “7 out of 8 people in America feel that they work for a company that doesn’t care
about them.” ~Bob Chapman (Truly Human Leadership TED Talk)
• “They won’t care how much you know, until they know how much you care.” ~ Theodore Roosevelt
Kimberly Football
• Five Consecutive State Championships
• Currently on a 70 game winning streak
• Over a 3.5 Cumulative TEAM Grade Point Average
• Community Service
Winning Formula___________________________________________________________
PEOPLE + CULTURE + + EXECUTIONPREPARATION
Growing a Winning Culture
•Intentionally Grow Your Culture Daily
*Either By Design or By Default
* Sustain & Maintain
•“Player” Driven
•Having a Growth Mindset
“Culture Eats Strategy for Breakfast”
~ Peter Drucker
Culture
All Cultures Share Common Ingredients:
•Common Values: Cultures spread when people inside the group share
the same values and live them out everyday. (5 Minute Rule)
•Common Language: Part of what makes a culture unique is that they
share a common language and that sets them apart. (“Fluent Verizon”)
•Common Qualities & Customs: Cultures possess qualities that are
unique to them and cultures tend to experience certain behaviors and
traditions.
•G.R.I.T
•F.A.M.I.L.Y.
Shared Values
•Accountability
•T.N.T.
Why - How - What?
•Your WHY, Your Group Members’ WHY, Your
Organization’s WHY?
•HOW you do things dictates your success &
ultimately creates your unique culture.
•WHAT is your organization about?
What is the “Kimberly Way”?
Kimberly Football is about…
•Competing everyday in EVERYTHING we do. (the field, the weight room, the classroom, etc.)
•Making a positive impact in our school and our community.
•Controlling the Controllables (Effort, Attitude, Focus, etc.)
•F.A.M.I.L.Y. = Forget About Me, I Love You
•Earning everything we get. (Accountability - No Sense of Entitlement)
•Working everyday to make ourselves better. “Water the Bamboo”
•Developing Leaders
•Thinking “Right”
THIS IS THE MOST BASIC UNDERSTANDING:
1. “WRONG” THOUGHTS HURT PERFORMANCE!
2. WRONG THOUGHTS, NEGATIVE THOUGHTS AND DISTRACTED
THOUGHTS HURT PERFORMANCE!
THINK “RIGHT”
3. “RIGHT “ THOUGHTS HELP PERFORMANCE!
4. RIGHT THOUGHTS, POSITIVE THOUGHTS, AND FOCUSED
THOUGHTS HELP PERFORMANCE!
THINKING “RIGHT” IN SPORT
5. THINKING RIGHT IS A SKILL!
6. LIKE ANY OTHER SKILL, “THINKING RIGHT” CAN BE LEARNED,
BUT IT TAKES PRACTICE!
Thinking Right
•Control the “Controllables”
•E + R = O
(You only get one “Controllable” in that equation)
•Failing = Growing
•Get To vs. Got To
Growth Mindset
•“The only thing that is constant is change.”
Heraclitus – Greek Philosopher – 475 B.C.
What People Think Success Looks Like
Success in Our Program
Loss to Arrowhead
in 2012
31-7
2013 DII
State Champs
Get Bumped to DI
Lose Great Players
Coaching Changes
2014 DI
Back-to-Back
State Champs
Lose a Lot of Players
Have to Replace 19 of 22 Starters
Coaching Changes
Increased Expectations
Lots of “Stress”
The “Stress” of “49 in a Row”
Lose “Play Makers”
Coaching Changes
Increased Expectations
2015 DI
Three-Peat
State Champs
2016 DI
Four-Peat
State Champs
The “Stress” of “56 in a Row”
Have to Replace 18 of 22 Starters
Coaching Changes
Increased Expectations
2017 DI
Five-Peat
State Champs
The “Stress” of “70 in a Row”
Have to Replace 19 of 22 Starters
Coaching Changes
Increased Expectations
???
“Change Your Best”
Leading Yourself
Leading Others
Servant
Creating Other Leaders
Who is the
best leader
in your life
& why?
Servant Mentality
Not Subservient… You’re not being a “door mat”.
Servant: You care so much about who you are working with that you do what is right
for them.
Freshmen
Sophomores
Juniors
Seniors
Coaches
Freshmen
Sophomores
Juniors
Seniors
Coaches
Scout Team
Back-Ups
Starters
“Star Players”
Coaches
Scout Team
Back-Ups
Starters
“Star Players”
Coaches
??
??
??
??
??
??
??
??
??
??
Why Not Lead?
•Selfish
•Fear of Failure
•Fear of Judgement
•Don’t know how… (No Training)
Selfishness
“The Twin Thieves”
Fear of Failure & Fear of Judgment
Fear of Judgement
Leadership Development
• Strength in Numbers – They are not alone.
• 10% - 80% - 10% Rule
• Being Liked vs. Being Respected
• “We don’t care about the opinions of people we don’t respect.”
Failure is Not Final
• Focus on Success, Not Failure.
“Think Right!”
If you focus on failure, you increase your chances of failing.
• View failure as momentary, not
monumental.
Failing does not make you a failure.
STEVE JONES – KIMBERLY HIGH
SCHOOL
Jeff Uitenbroek
Continuous Improvement Manager
Alliance Laundry Systems
Introduction to
Toyota KATA Based
Improvement
Credits
The ideas and concepts in this training have been adapted
from “Good System, Good Thinking” © 2006, “Process
Analysis for Managers” © 2006, Toyota KATA © 2009,
and Improvement Kata Handbook © 2012. All are by Mike
Rother. Used with permission.
53
Initial Questions
Who has read Toyota Kata?
Has anyone decoded the secret message on page 293?
What are your initial impressions?
What questions do you have?
55
What is Kata?
A kata is a structured routine or pattern, practiced
deliberately, so the pattern becomes a habit
By practicing, we can make a pattern second
nature, so we can do it with little thought
Today I will use the words KATA and
Pattern interchangeably
56
Continuous Improvement
Toyota puts the focus of leadership squarely on continuous
improvement
We are here to explore how we can drive continuous
improvement
What is continuous improvement?
57
Improvement Differs from Fixing
58
By Mike Rother
Each is Necessary
59
By Mike Rother
Continuous Improvement (CI)
In attempts to drive needed process improvement,
companies have tried various methods
Total Quality Management
Benchmarking
Theory of Constraints
Six Sigma
Lean
Expert teams responded to calls for help or metrics driven
project selection.
60
Toyota Production System
Toyota has been a recent example of a company that has
excelled at Continuous Improvement
Use of the Toyota Production System helped Toyota
challenge and surpass most US and European auto
manufacturers
61
Lean is Hugely Popular
62
Companies striving to be “Lean” like Toyota
Lean and lean tools training are widely available and understood
Concepts of lean, kaizen, kanban, 5S, SMED etc. have been copied from
the Toyota Production System (TPS)
Yet in the paper “Why Lean Programs Fail” Jeff Liker and Mike Rother
share that outcomes of lean implementations often fall short of
expectations
A 2007 Industry Week Survey found that only 2% of lean programs yielded intended results
An informal poll of Shingo Prize past winners, showed a large percentage “had not deeply
embedded them (lean principles) into their culture”
So, other businesses have had limited success copying Toyota ….WHY?
63
What is Missing?
64
We saw Toyota’s tools, but missed the improvement
thinking and leadership behaviors that created the tools
The Culture of Continuous Improvement
We can develop a similar culture of improvement
Culture is the aggregate of common mindsets
Mindsets can be changed, but we will need to practice
65
Why Do We Need to Practice?
Experiment:
Everyone fold their arms
Unfold them
Now refold them with the opposite hand showing
66
The Power of Habit
The human brain is wired to develop habits, nearly
unconscious reactions to inputs
This helps the brain work efficiently, avoiding the effort of
deliberate thought
We develop and use habits without even thinking about it
67
How to Create or Change a Habit
Deliberately Practice
the new behavior
Over time people’s
mindsets change
In the long term these
mindsets build the
organizational culture
68
Habits (patterns) for Improvement
What is our current improvement habit?
What we want to do is to develop a positive habit, or
pattern, for improvement
What would a positive improvement pattern look like?
69
Toyota Continuous Improvement
Continuous improvement definition
Many companies: Somewhere, someone in the company is working on an
improvement project
Toyota: Every process, every day, is being improved
Toyota improvement is not just waste reduction
Waste elimination is the RESULT of improvement, not
the focus
“Waste chase” can lead to sub-optimizing a process
Toyota provides improvement direction with their vision of
an “Ideal State” (also referred to as “True North”)
70
Why is Direction Important
71
Current
Condition
Some problems we already know how to solve
72
Current
Condition
What if our success depends on us getting
here?
73
Current
Condition
Success
Toyota Vision: “Ideal State”
Toyota’s Ideal State describes a operating condition, not a financial goal
The Ideal State serves as a direction giver, a “guiding light”
The Ideal State is not optional or negotiable
The Ideal State is theoretical and may not be achievable in practice, but that
does not matter
74
Current
Process
Condition
Ideal
State
Customer Focus:
Zero Defects
100% Value Added
One Piece Flow, in
Sequence, On Demand
Human Focus:
Physical & Mental Safety
Security
Professional Challenge
Striving for the “Ideal State”
Having the Ideal State for direction is useful, but how do we get there?
Obstacles and Problems will appear on the path, these are the most important to
resolve. How do we find them?
How will we know if we are making progress?
75
Current
Process
Condition
Ideal
State
Customer Focus:
Zero Defects
100% Value Added
One Piece Flow, in
Sequence, On Demand
Human Focus:
Physical & Mental Safety
Security
Professional Challenge
Obstacles
Challenge
A challenge takes a long term, far off vision, and defines top
level measures that can be used to gauge progress
Challenge goals can be years away
76
Current
Process
Condition
Ideal
State
Obstacles Challenge
Challenge
A challenge also coordinates improvement efforts on different process
loops from a Value Stream
77
Current
Process
Condition
Ideal
State
Obstacles
Current
Process
Condition Obstacles
Current
Process
Condition
Obstacles
Challenge
Target Process Conditions (TPCs)
To help identify obstacles and gauge progress in a process loops, KATA
uses Target Process Conditions (TPCs)
TPCs are descriptions of how a process should run in the near future
TPCs are Process Descriptive, Clear, Measurable, and Directly
Observable, and time bound
78
Current
Process
Condition
Ideal
State
TPCObstacles Challenge
Problem Solving Path
79
Current
Condition
Target
Process
Condition
Clear, Measurable,
Well Defined
Condition
Path will be Unclear (There is no
way to predict the obstacles)
Next Step: Work is performed here
that moves you toward the Target
Process Condition
Must be clear,
measurable and
known
?
KATA Improvement – Moving toward the
Challenge
KATA uses three basic concepts to drive improvement
Improvement Pattern:
• Identifies and drives improvement of our processes
Target Process Conditions:
• Describe how we want a process to work
Mentoring Pattern:
• Guides and teaches the Improvement Pattern
These are used throughout the organization, on all
processes, utilizing the skills of all people
80
Grasp the Current
Condition (e.g. process
analysis)
Improvement Pattern
81
Establish the Next
Target Process
Condition
PDCA to the Target
Process Condition
Current
Target
Current
Target
Current
Condition
Obstacles
Target
Condition
Plan
D
o
C
heckA
ct
Go &
See
TPC
Plan
D
o
C
heckA
ct
Go &
See
TPC
Plan
D
o
C
heckA
ct
Go &
See
TPC
Understand
the
Direction
(e.g. The
Challenge)
© Mike Rother Toyota KATA,
2009
Target Process Conditions (TPCs)
TPCs are descriptions of how a process should run in the near
future
TPCs are Process Descriptive, Clear, Measurable, and
Directly Observable, and time bound
82
Current
Process
Condition
Ideal
State
TPCObstacles Challenge
TPC’s, Action Items, and Outcomes
83
Action items &
Countermeasures:
•Change the layout
•Change the work content
•Reduce handling
•Reduce Set up time
•These actions change the
operating conditions
•These are one time action items
Target Process Condition:
•Run 2 shifts
•3 operators on each shift
•Planned Cycle time of 45 secs.
•Stability of +/- 5 secs at each operation
•1 x 1 flow throughout
Operating conditions
•These are operating conditions
that can be checked in minutes
Outcomes and Results:
•Yield
•Labor Cost
•Process Output
•Inventory Level
•Which creates these outcomes
and results
•These outcomes will be
reported in weeks or months
Socialized TPCs enable engaged, creative problem solving
84
“What do we need to do?”
Target
Process
Condition
“What can we do?”
Hunting for
waste and
potential
Judgments
Lists of action
items
Voting
Opinions
Direction can change depending on
who is the most persuasive at the
moment
Focused thinking and acting
© Mike Rother Toyota KATA, 2009
The Mentoring Pattern: Mentor/Mentee interaction
85
Grasp the Current
Condition (e.g. process
analysis)
Establish the Next
Target Process
Condition
PDCA to the Target
Process Condition
Current
Target
Current
Target
Current
Condition
Obstacles
Target
Condition
P
la
n
D
o
C
heck
A
ct
Go &
See
TPC
P
la
n
D
o
C
heck
A
ct
Go &
See
TPC
P
la
n
D
o
C
heck
A
ct
Go &
See
TPC
Understand
the Direction
(e.g. The
Challenge)
© Mike Rother Toyota KATA, 2009
Guide and help mentee to understand direction,
determine the process’ Current Condition, and set a new
and challenging Target Process Condition
Mentee
(Learner)
Mentor
(Coach)
Guide and help mentee
achieve Target Process
Condition using 5
Question cycle
Mentoring to define a TPC
Guide the mentee through Current Condition process analysis
Check in often, each step in PA should be a proposal/response
If a step gets skipped, or not quite done correctly, bring the mentee back to redo
the step
When the Current Condition is well understood (& documented), have
mentee propose a TPC, working from the CC
Once the TPC is agreed on, the Mentoring Pattern (5 Questions)
helps the Mentee learn using PDCA and completes the Improvement
Pattern
86
The 5 Question Cycle for Mentors
What is the Target Process Condition?
What is the Current Process Condition? (Go
& See)
– What was your last step?
– What did you expect to happen?
– What actually happened?
– What did you learn?
What problems or obstacles are preventing
you from reaching the Target Process
Condition?
What is your Next Step?
– Start of next PDCA loop
When can I Go & See what we have
learned from that next step?
Mike Rother, Toyota Kata
87
PlanD
o
C
heckA
ct
Go
&
See
PlanD
o
C
heckA
ct
Go
&
See
Improving Step By Step
A target process condition is achieved by taking
small steps, one foot in front of the other, with rapid
Plan-Do-Check-Act cycles, always adjusting to the
present situation by asking, “What is the Next
Step?”
88
Current
Process
Condition
Target
Process
Condition
Challenge!
Seeing Further
Next
Step Interim
Process
Conditions
Plan
D
o
CheckAct
Go
&
See
Plan
D
o
CheckAct
Go
&
See
Plan
D
o
C
heckA
ct
Go
&
See
Plan
D
o
C
heckA
ct
Go
&
See
Plan
D
o
C
heckAct
Go
&
See
Plan
D
o
C
heckAct
Go
&
See
Thinking about the Lean Tools
Simply implementing TPS/lean tools, such as Standard Work, Kanban
cards, JIT, is not the heart of Toyota’s CI system
Their system uses the lean tools as part of a Target Process
Condition, a temporary condition on the path to the Ideal State
The tools eliminate the ability to work around problems without
highlighting them
Once the problems are systematically exposed, they must have a
systematic response, otherwise improvement will not occur
Leadership needs to create and support these process and response
systems
89
Change in Thinking
NO PROBLEM = BIG PROBLEM
Every problem is an opportunity to become better and learn given a clear target to
pursue
Too often, problems are deeply buried and seem non-existent, therein lies the
opportunity
Only by exposing the problems can the opportunity be found and our improvement
capabilities be exercised
A well defined Target Process Condition limits the ability for problems to be covered
up, thereby exposing them so they can be solved
90
Improvement Capability
It is not solutions alone – whether today’s profitable product, lean
techniques, or any other – that generate sustained competitive
advantage.
Rather, it is the degree to which we develop and utilize human
capability to understand conditions and create new solutions, again
and again.
Developing such skills and culture in the organization is the
responsibility of its leadership and management.
• Mike Rother, Toyota Kata website 2010
91
Summary
Toyota has developed a continuous improvement machine
They have done so by:
Focusing the purpose of the company on improvement
Developing patterns for people to use; “KATA”, in their improvement efforts
Using the Ideal State as a direction setter for all their improvement efforts
Requiring active leadership participation in improvement
By only copying the tools of TPS, other companies did not get
the full benefits of the tools
To achieve long term benefits of continuous improvement we
need to think in a different way
92
Questions?
Leading performance
in commercial laundry
Break / Networking
15 minutes
Jeff Hebbard
VP & COO
TIDI Products
TIDI Products LLC
Kata Practitioner Day
Who is TIDI Products LLC?
A medical device manufacturer focused on acute
care consumables aimed at supporting caregivers
and protecting patients through infection protection
& falls management
TIDI Facilities
Changshu, China
Manufacturing
85,000 sq ft
250 employees
Dongguan, China
Sourcing & DC
6,000 sq ft
5 employees
Tijuana, Mexico
Manufacturing
110,507 sq ft
826 employees
Arcadia, California
Office & DC
70,794 sq ft
113 employees
Neenah, Wisconsin
Manufacturing & DC
514,000 sq ft
287 employees
Fenton, Michigan
Manufacturing
73,683 sq ft
138 employees
Lake Forest, Illinois
Office
30 employees
Elk Grove Village, Illinois
DC
24,926 sq ft
17 employees
1,700 Employees
5 Manufacturing Facilities
4 Distribution Centers
Non-Acute Care Consumables
Medical Office – Gowns, drapes, towels,
pillow covers, facemasks, exam table paper
Dental Office – Bibs, tray covers, headrest
covers, instrument sheaths
Acute Care Consumables
Operating Room – specialized
equipment covers
Operating Room – disposable
splash protection
Operating Room & Hospital – specialized
securement devices
Acute Care Durables
Operating Room – Zero Gravity radiation protection system
Patient Safety
Hospital Falls Management –
alarms & sensors
Belts, restraints, positioning
aides
Beds & mats Wound protection
Enterprise Excellence
Continuous Improvement / Lean
Enterprise Excellence
PURPOSE
PSYCHOLOGICAL SAFETY
Enterprise Excellence Principles
Three Insights of Enterprise Excellence
Ideal Results Require Ideal Behaviors
Purpose and Systems Drive Behavior
Principles Inform Ideal Behavior
Kata
Toyota has been using policy deployment since the 1960s
Two acronyms necessary to make it work – PS and OJD
“PS” refers to problem solving
“OJD” refers to on-the-job development
How do we do PS and OJD?
“The chain of coaching illustrated in this book is what policy deployment
should be, but rarely is. Without the Improvement Kata and Coaching Kata,
few organizations have even a vision of what translating a deployed policy
into real improvement looks like in practice.”
TIDI & Kata
Embed kata into our key systems as
an ideal behavior to embrace
scientific thinking
TIDI Management System
“Systems Drive Behavior”
Strategy
Deployment
System
Lean
Management
Systems
Strategy Deployment System
Strategy
Deployment
Long Term Goals
“Commitment to Enterprise Excellence,” we believe pursuing
this goal gives us the highest probability of success
We want everyone in the organization to be skilled and
engaged in improving their current condition towards a target
condition that is aligned with our purpose and long term goals
TIDI Enterprise Excellence Focus
Key
Performance
Indicators
Strategy
Deployment
Lean
Management
Systems
PS & OJD using
Kata
Key
Behavior
Indicators
Kata & Strategy Deployment
Catchball
Shows respect
Gets buy in and commitment
Builds a more robust plan
Think Systematically
Building kata as an ideal behavior into our systems
2018 A3 Development Tracking
Level Title Owner
B T R B T R B T R B T R
C A P C A P C A P C A P
B T R B T R B T R B T R
C A P C A P C A P C A P
B T R B T R B T R B T R
C A P C A P C A P C A P
B T R B T R B T R B T R
C A P C A P C A P C A P
B T R B T R B T R B T R
C A P C A P C A P C A P
B T R B T R B T R B T R
C A P C A P C A P C A P
B T R B T R B T R B T R
C A P C A P C A P C A P
B T R B T R B T R B T R
C A P C A P C A P C A P
B T R B T R B T R B T R
C A P C A P C A P C A P
Leader Team Peers
CI
Director
All A3's are due 1/23/18
Quality Management System Steve K
Master Develop and Execute Enterprise Excellence Plan
Master Develop and Execute Commercial Plans Mike D
Focus Patient Safety Paul K
Focus Enterprise Critical Analytics Bob O
Focus ACC Field Evelina L
Master Develop and Execute Critical Enterprise Processes Jim R
Jeff H
Focus Develop Lean Leaders Margie H
Focus
Focus VIP Process TBD
Lean Management Systems
The Do – Check – Adjust system we utilize to ensure we accomplish the target
condition deployed from Strategy Deployment
Lean Management System
1
2
3
4
CEO & COO Lean Management System
Kata embedded into our
monthly catchball sessions
COO & VP of Operations Lean Management System
Leader Standard Work
Visual Controls
Regular Accountability &
Support Meetings – kata built in
Leader Discipline –
Ideal Behaviors
Plant Level Lean Management System
Daily Improvement & Problem Solving – Plant Level
126
• Ideas
• Prioritization
• Resource Management
• Accountability
• Coaching Routine
Problem solving develops the capability to solve problems and develops coaches
Challenges
Easy to say, hard to do
How kata applies at all levels
Balancing theory with hands on application
Capacity & capability of leaders as coaches
Many new people, many locations, varied levels of learning
Ryan Johnson
Production Supervisor
Rockwell Automation
Joe Makovksy
Operations Quality Manager
Rockwell Automation
Copyright © 2018 Rockwell Automation, Inc. All Rights Reserved. 129
KATA in Rockwell Automation
January 2018
LSS/CI 4/22/16
Presented by: Joe Makovsky & Ryan Johnson
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
AUTOMATION
SOLUTIONS
80+
COUNTRIES
22,000$6.3B
 Innovation
 Domain expertise
 Culture of integrity
& corporate
responsibility
SERVING
CUSTOMERS FOR
114 YRS
FISCAL 2017 SALES
WORLD’S LARGEST COMPANY DEDICATED
TO INDUSTRIAL AUTOMATION AND INFORMATION
VALUE CREATIONABOVE-MARKET GROWTH | PRODUCTIVITY | INTELLECTUAL CAPITAL
EMPLOYEES
for a broad range
of industries
Rockwell Automation at a Glance
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
 Chemicals & Plastics
 Oil & Gas
 Marine
 Metals
 Mining, Minerals
& Cement
 Pulp & Paper
 Semiconductor
 Water / Wastewater
 Entertainment
 Fibers & Textiles
 Food & Beverage
 Household & Personal Care
 Life Sciences
 Airports
 Automotive
 Tire
 Mass Transit
 Agriculture
 Education
 All Others …
52%
28%
15%
5%
Consumer
Transportation
Other
Heavy
Optimizing a Broad Range of Industries
Copyright © 2018 Rockwell Automation, Inc. All Rights Reserved. 132
Ladysmith Facility KATA Journey
Joe Makovsky – KATA Coach
Ashley Krumenauer – KATA Coach
Rockwell Automation
Ladysmith, WI
January 2018
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 133
Ladysmith, Wisconsin
Population 3,300
• 295 total employees – 3 shifts
– 254 hourly, 41 salaried
• 180,000 square feet
• Assembles ICB and SSCB
products:
– NEMA and IEC Starters
– Contactors and Relays
– Circuit Breakers
– Tower Lights
– Pushbutton and pilot lights
– Safety mats, edge, and trim
– Molding Center of
Excellence
• 28 years experience building ICB
products
• Configure to order center of
excellence
• ETO Nema starters
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
KATA Deployment
 KATA Training took place in Ladysmith on July 2017
 Ladysmith Management Team and Rockwell KATA Coaches
selected two of our Standard Starters production lines to initiate
KATA in the facility
 Selection of KATA responsibilities and Teams
 Daily Coaching cycles with Learner and Coach
 Weekly GEMBA’s with Learner, Coach and Management Team
 Weekly progress updates with our HQ KATA Support Team
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
KATA Team
 Manufacturing Engineer: Logan Price – Learner
 Production Supervisor: Mike Sprague – Learner
 Operations Quality Manager: Joe Makovsky – Coach
 EHS/RPS/CI Manager: Ashley Krumenauer – Coach
 Plant Manager: Teri Blumenthal – Coach’s Coach
HQ KATA Support Team:
 Ana Morillo, Randy Fedie and Michael Yagour – Coach’s Coach
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Challenge Statement
 Challenge Statement is to improve Efficiency by 5% on both production
assembly lines by optimizing flow and reducing WIP by December 2017.
461 Line 463 Line
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Target Process Condition / Current
Current TPC
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Target Process Condition
Target Process
Condition Achieved By:
Re-layout of the line to improve flow,
focusing on the enclosure and door build
areas.
Target 1/19/18
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
PDCA Cycles
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
KATA Boards
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Accomplishments
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Accomplishments
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
GAINS
 Floor Level Engagement
 Employee ownership
 Increased CI suggestions
 Other production lines want to be included
 Daily communications with Associates and Learners
 Overall 5S improvement
 Smaller Steps help reinforce engagement and
behavior
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
KATA Lessons Learned
 Daily PDCA cycle can be challenging and requires discipline
 Coaching cycles were harder than initially thought; can be
uncomfortable at first. It’s a different approach than we are
used too
 Remain focused on the Target Process Condition
 More production lines are interested in initiating KATA, which
will happen this year
 Our Challenge statement of a 5% efficiency improvement was
underestimated
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Production Line Metrics
Copyright © 2018 Rockwell Automation, Inc. All Rights Reserved. 146
Richland Center Facility KATA Journey
Kemal Farrokhnia – Production Manager - KATA Coach
Ashley Krumenauer – Production Supervisor - KATA Coach
Rockwell Automation
Richland Center, WI
January 2018
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Richland Center, WI
LVMCC, LV Panels, and SSB Business Groups
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Previous Lean Deployments
 Focus on tool usage
 Kaizen Events
 Large RAIL’s (Rolling Action Item Lists)
 Projects are forgotten or never implemented
 Improvements not sustainable – revert back to old ways
 Projects not focused on customer needs – i.e. employees
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
KATA (Toyota KATA)
Why Kata?
 Training in our Mequon Facility previous Dec
 Training was coming to Richland Center – wanted to learn
 Requested to participate
 My department was chosen as test area to roll out Kata
Area of Deployment:
 Low Voltage Panels Area
Challenge:
 Increase capacity by reducing wasted movement of
materials and personnel
PUBLIC Copyright © 2018 Rockwell Automation, Inc. All Rights Reserved. 150
LV Panels Department – Before
TPC: One Assigned Location for Materials
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
LV Panels Department - After
LV Panels Dept.
X
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
LV Panels Before Pictures
BEFORE:
5+ LOCATIONS
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Storyboard and TPC
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
PDCA Cycles
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Improvement Results
• Reductions:160 minutes (76%
improvement)
• Old: Five drop off locations outside
the dept.
• New: One drop off location inside
the dept.
• Savings: $48K in annual Productivity
savings
• Employee morale: High
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Key Learnings
 Listen to the people
 Do not set large TPC’s
 Coaching cycles daily
 Fully ask the five questions every time
 Look for easy PDCA cycles for quick wins
 Do not rest on your laurels
 Fully know what your ideal state should look like
 All about learning
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
After Results
AFTER – 1 LOCATION
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
Kata Continued..
 Completed two other TPC’s - $150K of savings
 Moved Kata to other areas of the plant
 Used Kata for stand alone TPC
 Working to move Kata to front office
 Originally started with Plant manager, production manager, and
myself
 Expanded to team lead and hourly employees
Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016
159
159
Richard Wiltse
Lean Six Sigma Master Black Belt
Tremco
Long term productivity plan
TREMCO XKV
Today’s Agenda
 Kata mechanics review
 Where we started to where we are today
 Implementation hurdles and wins
 Future PDCA cycles
 Sustainment
 Coaching
162
Selling Kata
 The initial sales effort December, 2016 …...
163
XKV productivity
 Vital to our ability to compete in today’s market
 There has been some productivity progress in recent times.. OEE
efforts….
 However, we need to continuously improve….
 … but do so in an orderly manner that works towards a long term
vision.
164
Kata
 Kata - yet another Lean term….
 Kata stresses small incremental improvements towards a long
term Vision
 Kata utilizes Plan Do Check Act experimentation towards
incremental Target Conditions. Routines.
 We fix constraints one issue at a time and look for sustainment
 Progress tracked daily and monitored for sustainment
 Improvement Kata Coaching Kata
165
Kata – first we acquire baseline data ….
166
28252219161310741
300
200
100
Observation
IndividualValue
_
X=211.7
UCL=290.1
LCL=133.2
8 12 16
28252219161310741
160
120
80
40
0
Observation
MovingRange
__
MR=29.5
UCL=96.4
LCL=0
8 12 16
I-MR Chart of cases by labor hours
Frequency 160930 690 630 585 320 295 185 155
Percent 4.123.5 17.5 15.9 14.8 8.1 7.5 4.7 3.9
Cum % 100.023.5 41.0 57.0 71.8 79.9 87.3 92.0 95.9
Attribute
O
ther
Foil
Clip
change
colorcheck
Colorant drum
trouble
shoot
M
ake
Catalyst
other
D
rum
change
Start up
Shut dow
n
4000
3000
2000
1000
0
100
80
60
40
20
0
Frequency
Percent
Pareto Chart of Attribute
Kata – ….. then we establish small incremental Target
Conditions based on data in accordance with a vision…
167
Current
Condition
Target
Condition
Target
Condition Vision
Kata …..then we do Plan, Do, Check, Act experiments ….
Plan – Define what you expect to do and your hypothesis / prediction for what should happen.
Do – Test the hypothesis, run the process according to plan. Observe closely.
Check – Compare the actual outcome with the observed outcome.
Act – Standardize and stabilize what works, or begin the PDCA cycle again.
Current
Condition
Target
Condition
PDCA Cycles – short learning cycles
PDCA
168
Kata … finally we then set the next Target Condition towards
our Long Term Vision.
24 hours
5 days
120 work week
0.75 percentuptime target
90 hoursuptime= GOAL
48 hourscurrent stateuptime
42 hourgap
5 hour improvement
10.4 percentincreaseto the TargetMetric
169
INITIAL TARGET CONDITION
VISION
Target Conditions – gives us a target and focus
170
Kata
 Post experiments in PDCA format
 Post Long Term Vision and Target Conditions
 Kata all about learning. Goal is to learn as much as much as
possible relative to our target condition(s) and vision
 Culture Change: Drive improvement to Operational level.
• WE are Operations and WE control our destiny…
171
Kata – what’s in it for you?
 Makes the job easier by removal of constraints
 You have input into the process
 You help shape our collective future
172
Likes / Concerns
 Management
 Incremental improvements are good
 Drive problem solving downwards
 Coaching
 Concerns:
 Can we coach effectively?
 Do people have time for PDCA’s?
 Attempted once in Toronto and did not
stick
 Operators and Front Line
 Removal of constraints is good
 Management will know what we are going
through
 Concerns:
 Flavor of the month?
173
Kata Today – our Team !
 Mameco XKV Operators – input is vital !
 Igor Mijic – Filling Room Production Manager
 Chris Soeder Junior Planner
 Roger Watson – Front Line Supervisor
 Karl Kaurich – Quality Engineering
• Satellite Team: Rick Wiltse - MBB,
Brian Pyclik – Plant Manager
174
Kata – starts with a Vision
 Tremco
 Our Vision for the XKV Filling
machine is to produce at 400
cases per shift for a two man
operation, 300 cases per shift for
a one man operation
 Toyota
 One piece flow
 Zero defects
 100% value added
 Security for people
175
Where are we today? Improvement Kata -
 Numerous PDCA cycles have occurred:
• Increased catalyst volume
• 902 replenishment
• DOE Run Rate: Factors of Time and Temperature
• Air drum removal
• Mylar bags sticking
• Excess drum filling
176
Where we started to where we are
177
09/19/1708/25/1708/03/1707/24/1707/11/1706/13/1705/01/1704/13/1703/14/1702/22/1702/08/17
400
300
200
100
Date2
IndividualValue
_
X=272.8
UCL=429.9
LCL=115.7
02/08/17 07/21/17
09/19/1708/25/1708/03/1707/24/1707/11/1706/13/1705/01/1704/13/1703/14/1702/22/1702/08/17
200
100
0
Date2
MovingRange
__
MR=59.1
UCL=193.0
LCL=0
02/08/17 07/21/17
1
Cases per shift control chart - TWO man operation
Updated 09/21/2017
230
Avg =
AVG = 273
1361211069176614631161
300
200
100
Observation
IndividualValue
_
X=184.7
UCL=271.2
LCL=98.3
01/18/17 04/22/17
1361211069176614631161
150
100
50
0
Observation
MovingRange
__
MR=32.5
UCL=106.2
LCL=0
01/18/17 04/22/17
1
1
Cases per shift control chart - ONE man operation
Updated 09/21/2017
AVG = 152
AVG = 185
Yesterday
178
XKV Kata
Target Condition 2 person Operation:
Old Baseline: 211 cases / shift
Old Target Condition 280cases / shift
PDCA #4 Excess Drum filling: New Target: 320 cases / shift
Target Condition 1 person Operation:
Old Baseline: 152 cases / shift
Current Baseline 200 cases / shift
PDCA #4 Excess Drum filling: New Target: 210 cases / shift
Today
XKV Kata
Target Condition 1 person Operation: Run through drum changes
Baseline: 152 cases / shift
Old Target Condition 280 cases / shift
PDCA #6 Run Through drum changes New Target: 375 cases / shift
Target Condition 1 person Operation: Run through drum changes and breaks:
Baseline: 152 cases / shift
Old Target condition 280 cases / shift
PDCA #7 drum changes, breaks: New Target: 475 cases / shift
179
In the hopper…
Future PDCA
Cycles log
PDCA Expectation Status
Overall replenishment
Review all opportunities for replenishment and PDCA
each opportunity
Ongoing - replenishment role under review
Injector cleaning schedule
Learn how often injectors need cleaning and have the
cleaning performed off line.
Under review
Breather Cleaning
Ensure breathers are cleaned to a schedule and after
sinkers
Under review
PM overhaul
Review downtime as it relates to PM practices and
strive for more uptime.
R&D gave go ahead to preheat material to 85 Deg F as
long as material is not being held there for exteded period
Polyclip PM / Oil resevoir
analysis
Polyclips not sealing off sausages leads to massive
clean up activities
Optomize hot room
Maintain consistant heat in the hot room which should
stabilize run rate
Under review. R&D has given permission to go to 85 deg
F in the hot room.
5S Hot Room
Onset of Dymonic 100 in K20 has the potential to
overstock the hot room with the 10 hold period.
Under review. Lack of labor prohibits this from
happening in the short term. Crunch numbers
Code 902 Round 2
Storage of another drum on top of the mezzanine will
save another 15 - 20 minutes in changeover time
Under review
Short term conditioning
What is the effect of short term conditioning vs long
term? Is long term conditioning detrimental to Quality?
R&D
Electrical Heating Tape
Can we eliminate the hot room and heat the material
just prior to entry into the XKV?
Dozer and Ram pressure.
What are the optimol settings for both dozer and ram
pressure? How do they influence run rate? Can we
set specifications for run rate?
Supervisors reviewed several months back. Need to re-
visit
Start up and shut down
procedures
Define exact procedures for start up and shut down. In process
Run through breaks One man break at a time - keeps the machine running Analysis complete. Works only for the first break whenRun through shift change Can we run continuously? POSTPONE until process stability achieved.
Black / Red tape on sausage
mylar
Switch to only red tape as it increases the reliability of
the sensor
New mylar on order
180
Coaching Kata –
 Implement a weekly 5 minute Kata review standup meeting at the
Gemba:
• Reiterate Vision, Target Condition, and Output Metric
• SUSTAINABILITY: Review past PDCA’s for sustainment
• Review current PDCA Cycle and what we are learning
• Discuss upcoming PDCA cycles
• As always, solicit Operator input
181
Sustainment
KATA
MAMECO XKV
Sustained
NOTSustained
Sustained
NOTSustained
Sustained
NOTSustained
Sustained
NOTSustained
Sustained
NOTSustained
Sustained
NOTSustained
8-Sep 15-Sep
Sustainment:
Past PDCA Cycles Explanation Explanation
Mylar Sticking n n
Suspect there are still some sticky
mylars in the system since the last
discussion
Still not seeing blue plastic in drums which is
causing the mylar to stick. 8 occurances
reported by one operator. Karl / Bill Y?
Air Drums y y Only one
Excess drum filling y y
Run Rate n n
Low due to hot room being turned off.
Igor fixed garage door sensor, room
now notice-ably warmer. Supervisor Std
Work check 2x per shift
Run rates better, but not quite there, some
shifts seeing 14 - 16. 18 - 22 is the spec. Igor
to put programmable thermometer in hot
room.
1man
2man
1man
2man
1man
2man
1man
2man
1man
2man
1man
2man
Output Metric n y
279 TC = 280 Top end 347 for 2 man.
New TC's coming: 330 2 man, 210 one
man
New PDCAs
Tracking
Behind
Tracking
Behind
Tracking
Behind
Tracking
Behind
Tracking
Behind
Tracking
Behind
Start up / Shut down x x Rick to forward data to Igor PDCA starts Tuesday, Sept 19th
PDCA Hopper
Black / Red tape x x
Sensor missing black tape - causes a
mess
Gretchen has on order all red tape for
sausages
Oil resevoir analysis
Will a larger resevoir create less
downtime? Not discussed
Sprayers PM x
Sprayers plugged. Can we order a 2nd
set of sprayers while is 1st set cleaned? Igor to order another set of sprayers
Polyclip PM analysis Clips jamming is a recurring issue Clips jamming is a recurring issue
Oversized drums
How do we trace back to root cause and
correct?
How do we trace back to root cause and
correct?
13-Oct8-Sep 15-Sep 22-Sep 29-Sep 6-Oct
182
Coaching Kata – the 5 questions:
 1. What is the Target Condition?
 2. What is the Actual Condition now?
 3. What obstacles are preventing you from reaching the Target
Condition? Which obstacle are you addressing now?
 4. What is your next step (experiment)? What do you expect?
 5. How quickly can we go and see what we have learned from
taking that step?
183
Coaching Kata
 We have reviewed the “5 questions” and are starting to get a feel
for it.
• Vision understood
• Need better understanding of the next PDCA and Target Condition.
 Supervisors attended a “Coaching Past Resistance and Denial”
workshop
• In our culture, repeating the 5 questions daily loses impact. We are
still asking these important questions, but we also focused on finer
elements of coaching. We are trying to drive coaching down to
Operator level.
184
Key learnings from “Coaching Kata”
 Our people are eager to solve issues
 Coaching Kata provides a framework for dealing with people when
problem solving.
 Coaching and development has met zero resistance, including
Managers and Supervisors.
 Kata places emphasis on LEARNING. If we are successful at
learning, the numbers will come. More problems solved at
the Operational level…
185
“General” Key Learnings:
 Output metric varies… so much that often it is hard to ascertain
small incremental improvements.
• Take it on faith! Talk to the Operators and do not dwell on how to
measure
 Share key learnings….we are all in this together!
 Continuously express “it’s about the learning”…. More so than
increased output.
 Forming a hypothesis statement is critical – promotes learning by
thinking ahead.
186
Other learnings
 Pareto charts do not have to be precise in order to direct PDCA
efforts. Just be confident that the problem exists and that you can
formulate a reasonable hypothesis of how the output metric would
be affected if the problem went away.
 Start up a PDCA log immediately. Intent is to keep a history of
PDCA’s and display what we collectively learned. Reiterate
learnings at stand up meetings. Kata is more about learning !!!
 A3’s and DOE’s are fair game for PDCA’s.
187
In conclusion
 Remember that Kata is really about
• Learning
• Driving problem solving downwards to the Front Line level
• Coaching others
• Effect of the PDCA is less important than the learning that occurred.
(Note that failed experiments produce a wealth of information and
learning.)
188
In conclusion
 It may be hard for those not close to the Gemba to actually see
the true culture change. Coaches see it though:
• Engagement
• Satisfaction in achievement
• More PDCA cycle submissions
• Desire to win
 We know we are experiencing culture change when
• A wide variety of people are submitting PDCA requests
• Key learnings reported routinely
189
Discussion / Q&A
Lunch & Networking
12:00 – 1:00pm

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Midwest Kata Practitioner Day 2018 - Part 1

  • 1. Midwest Kata Practitioner Day January 11, 2018
  • 2. Safety Guidelines for Today • Emergency Exits • Bathrooms
  • 3.
  • 4. Reminders • Presentations will be available for download after today’s event • Hold all Q&A for the Discussion/Q&A sessions on the agenda • Be sure to network today!
  • 5. Why KPDs? A supplementary accessible, compact, regional forum for sharing IK/CK activity
  • 6. KPD - Purpose • Learn more about Improvement Kata / Coaching Kata • Share experiences with making scientific thinking a practical skill that anyone can learn through practice. • See what Midwest organizations are doing and learning with IK/CK practice • Encourage Communities of Practice in the Midwest
  • 7. KPD - Desired Outcomes • You have a better understanding of the IK/CK approach to improvement, adaptation and innovation • You're thinking about scientific thinking • You're inspired to help develop scientific thinking in the community • Interest in a Community of Practice • Maybe we meet again
  • 8. 1) DIY • Not just copying • Practice the "Starter Kata," then evolve your own way Improvement Kata Spirit 2) You're Part of It • At the KPD – Pick up as much as you can • After the KPD – Practice, and share what you learn
  • 9. What’s Your IK/CK Experience Level? Newbie: Heard about Kata, want to learn more, not yet practicing Advanced Beginner: Practicing for 2 or less years Competent: Practicing for 2 – 4 years, Coaching Proficient: Practicing for > 4 years, Coaching and Teaching
  • 10. KPD Agenda Overview AM • Keynote • Overview of IK/CK • 15-Minute Break • 3 Practitioners • Q&A / Discussion PM • Kata Exercise • 20-Minute Break • 3 Practitioners • Q&A / Discussion • Summary & Conclusion LUNCH (60 min) Networking 9:00 - Start 12:00 - End 1:00 - Start 4:30 - End
  • 12. Steve Jones Leadership Educator & Head Football Coach Kimberly School District
  • 13. Developing Leaders Who Grow a Winning Culture
  • 14. Today • Examine Your Current Culture • Developing Leaders Who Grow Your Culture
  • 17. My Starfish StoryMy Starfish Story
  • 18. •Share a “Starfish Moment” with a partner. •We all want to feel connected… (stick) Connectedness
  • 19. The Power of Human Connection • “7 out of 8 people in America feel that they work for a company that doesn’t care about them.” ~Bob Chapman (Truly Human Leadership TED Talk) • “They won’t care how much you know, until they know how much you care.” ~ Theodore Roosevelt
  • 20. Kimberly Football • Five Consecutive State Championships • Currently on a 70 game winning streak • Over a 3.5 Cumulative TEAM Grade Point Average • Community Service
  • 21.
  • 22.
  • 24. Growing a Winning Culture •Intentionally Grow Your Culture Daily *Either By Design or By Default * Sustain & Maintain •“Player” Driven •Having a Growth Mindset
  • 25. “Culture Eats Strategy for Breakfast” ~ Peter Drucker
  • 26. Culture All Cultures Share Common Ingredients: •Common Values: Cultures spread when people inside the group share the same values and live them out everyday. (5 Minute Rule) •Common Language: Part of what makes a culture unique is that they share a common language and that sets them apart. (“Fluent Verizon”) •Common Qualities & Customs: Cultures possess qualities that are unique to them and cultures tend to experience certain behaviors and traditions.
  • 28. Why - How - What? •Your WHY, Your Group Members’ WHY, Your Organization’s WHY? •HOW you do things dictates your success & ultimately creates your unique culture. •WHAT is your organization about?
  • 29. What is the “Kimberly Way”? Kimberly Football is about… •Competing everyday in EVERYTHING we do. (the field, the weight room, the classroom, etc.) •Making a positive impact in our school and our community. •Controlling the Controllables (Effort, Attitude, Focus, etc.) •F.A.M.I.L.Y. = Forget About Me, I Love You •Earning everything we get. (Accountability - No Sense of Entitlement) •Working everyday to make ourselves better. “Water the Bamboo” •Developing Leaders •Thinking “Right”
  • 30. THIS IS THE MOST BASIC UNDERSTANDING: 1. “WRONG” THOUGHTS HURT PERFORMANCE! 2. WRONG THOUGHTS, NEGATIVE THOUGHTS AND DISTRACTED THOUGHTS HURT PERFORMANCE!
  • 31. THINK “RIGHT” 3. “RIGHT “ THOUGHTS HELP PERFORMANCE! 4. RIGHT THOUGHTS, POSITIVE THOUGHTS, AND FOCUSED THOUGHTS HELP PERFORMANCE!
  • 32. THINKING “RIGHT” IN SPORT 5. THINKING RIGHT IS A SKILL! 6. LIKE ANY OTHER SKILL, “THINKING RIGHT” CAN BE LEARNED, BUT IT TAKES PRACTICE!
  • 33. Thinking Right •Control the “Controllables” •E + R = O (You only get one “Controllable” in that equation) •Failing = Growing •Get To vs. Got To
  • 34. Growth Mindset •“The only thing that is constant is change.” Heraclitus – Greek Philosopher – 475 B.C.
  • 35. What People Think Success Looks Like
  • 36. Success in Our Program Loss to Arrowhead in 2012 31-7 2013 DII State Champs Get Bumped to DI Lose Great Players Coaching Changes 2014 DI Back-to-Back State Champs Lose a Lot of Players Have to Replace 19 of 22 Starters Coaching Changes Increased Expectations Lots of “Stress” The “Stress” of “49 in a Row” Lose “Play Makers” Coaching Changes Increased Expectations 2015 DI Three-Peat State Champs 2016 DI Four-Peat State Champs The “Stress” of “56 in a Row” Have to Replace 18 of 22 Starters Coaching Changes Increased Expectations 2017 DI Five-Peat State Champs The “Stress” of “70 in a Row” Have to Replace 19 of 22 Starters Coaching Changes Increased Expectations ???
  • 38. Leading Yourself Leading Others Servant Creating Other Leaders Who is the best leader in your life & why?
  • 39. Servant Mentality Not Subservient… You’re not being a “door mat”. Servant: You care so much about who you are working with that you do what is right for them.
  • 41. Scout Team Back-Ups Starters “Star Players” Coaches Scout Team Back-Ups Starters “Star Players” Coaches
  • 43. Why Not Lead? •Selfish •Fear of Failure •Fear of Judgement •Don’t know how… (No Training)
  • 45. “The Twin Thieves” Fear of Failure & Fear of Judgment
  • 47. Leadership Development • Strength in Numbers – They are not alone. • 10% - 80% - 10% Rule • Being Liked vs. Being Respected • “We don’t care about the opinions of people we don’t respect.”
  • 48. Failure is Not Final • Focus on Success, Not Failure. “Think Right!” If you focus on failure, you increase your chances of failing. • View failure as momentary, not monumental. Failing does not make you a failure.
  • 49.
  • 50. STEVE JONES – KIMBERLY HIGH SCHOOL
  • 51. Jeff Uitenbroek Continuous Improvement Manager Alliance Laundry Systems
  • 52. Introduction to Toyota KATA Based Improvement
  • 53. Credits The ideas and concepts in this training have been adapted from “Good System, Good Thinking” © 2006, “Process Analysis for Managers” © 2006, Toyota KATA © 2009, and Improvement Kata Handbook © 2012. All are by Mike Rother. Used with permission. 53
  • 54.
  • 55. Initial Questions Who has read Toyota Kata? Has anyone decoded the secret message on page 293? What are your initial impressions? What questions do you have? 55
  • 56. What is Kata? A kata is a structured routine or pattern, practiced deliberately, so the pattern becomes a habit By practicing, we can make a pattern second nature, so we can do it with little thought Today I will use the words KATA and Pattern interchangeably 56
  • 57. Continuous Improvement Toyota puts the focus of leadership squarely on continuous improvement We are here to explore how we can drive continuous improvement What is continuous improvement? 57
  • 58. Improvement Differs from Fixing 58 By Mike Rother
  • 59. Each is Necessary 59 By Mike Rother
  • 60. Continuous Improvement (CI) In attempts to drive needed process improvement, companies have tried various methods Total Quality Management Benchmarking Theory of Constraints Six Sigma Lean Expert teams responded to calls for help or metrics driven project selection. 60
  • 61. Toyota Production System Toyota has been a recent example of a company that has excelled at Continuous Improvement Use of the Toyota Production System helped Toyota challenge and surpass most US and European auto manufacturers 61
  • 62. Lean is Hugely Popular 62
  • 63. Companies striving to be “Lean” like Toyota Lean and lean tools training are widely available and understood Concepts of lean, kaizen, kanban, 5S, SMED etc. have been copied from the Toyota Production System (TPS) Yet in the paper “Why Lean Programs Fail” Jeff Liker and Mike Rother share that outcomes of lean implementations often fall short of expectations A 2007 Industry Week Survey found that only 2% of lean programs yielded intended results An informal poll of Shingo Prize past winners, showed a large percentage “had not deeply embedded them (lean principles) into their culture” So, other businesses have had limited success copying Toyota ….WHY? 63
  • 64. What is Missing? 64 We saw Toyota’s tools, but missed the improvement thinking and leadership behaviors that created the tools
  • 65. The Culture of Continuous Improvement We can develop a similar culture of improvement Culture is the aggregate of common mindsets Mindsets can be changed, but we will need to practice 65
  • 66. Why Do We Need to Practice? Experiment: Everyone fold their arms Unfold them Now refold them with the opposite hand showing 66
  • 67. The Power of Habit The human brain is wired to develop habits, nearly unconscious reactions to inputs This helps the brain work efficiently, avoiding the effort of deliberate thought We develop and use habits without even thinking about it 67
  • 68. How to Create or Change a Habit Deliberately Practice the new behavior Over time people’s mindsets change In the long term these mindsets build the organizational culture 68
  • 69. Habits (patterns) for Improvement What is our current improvement habit? What we want to do is to develop a positive habit, or pattern, for improvement What would a positive improvement pattern look like? 69
  • 70. Toyota Continuous Improvement Continuous improvement definition Many companies: Somewhere, someone in the company is working on an improvement project Toyota: Every process, every day, is being improved Toyota improvement is not just waste reduction Waste elimination is the RESULT of improvement, not the focus “Waste chase” can lead to sub-optimizing a process Toyota provides improvement direction with their vision of an “Ideal State” (also referred to as “True North”) 70
  • 71. Why is Direction Important 71 Current Condition
  • 72. Some problems we already know how to solve 72 Current Condition
  • 73. What if our success depends on us getting here? 73 Current Condition Success
  • 74. Toyota Vision: “Ideal State” Toyota’s Ideal State describes a operating condition, not a financial goal The Ideal State serves as a direction giver, a “guiding light” The Ideal State is not optional or negotiable The Ideal State is theoretical and may not be achievable in practice, but that does not matter 74 Current Process Condition Ideal State Customer Focus: Zero Defects 100% Value Added One Piece Flow, in Sequence, On Demand Human Focus: Physical & Mental Safety Security Professional Challenge
  • 75. Striving for the “Ideal State” Having the Ideal State for direction is useful, but how do we get there? Obstacles and Problems will appear on the path, these are the most important to resolve. How do we find them? How will we know if we are making progress? 75 Current Process Condition Ideal State Customer Focus: Zero Defects 100% Value Added One Piece Flow, in Sequence, On Demand Human Focus: Physical & Mental Safety Security Professional Challenge Obstacles
  • 76. Challenge A challenge takes a long term, far off vision, and defines top level measures that can be used to gauge progress Challenge goals can be years away 76 Current Process Condition Ideal State Obstacles Challenge
  • 77. Challenge A challenge also coordinates improvement efforts on different process loops from a Value Stream 77 Current Process Condition Ideal State Obstacles Current Process Condition Obstacles Current Process Condition Obstacles Challenge
  • 78. Target Process Conditions (TPCs) To help identify obstacles and gauge progress in a process loops, KATA uses Target Process Conditions (TPCs) TPCs are descriptions of how a process should run in the near future TPCs are Process Descriptive, Clear, Measurable, and Directly Observable, and time bound 78 Current Process Condition Ideal State TPCObstacles Challenge
  • 79. Problem Solving Path 79 Current Condition Target Process Condition Clear, Measurable, Well Defined Condition Path will be Unclear (There is no way to predict the obstacles) Next Step: Work is performed here that moves you toward the Target Process Condition Must be clear, measurable and known ?
  • 80. KATA Improvement – Moving toward the Challenge KATA uses three basic concepts to drive improvement Improvement Pattern: • Identifies and drives improvement of our processes Target Process Conditions: • Describe how we want a process to work Mentoring Pattern: • Guides and teaches the Improvement Pattern These are used throughout the organization, on all processes, utilizing the skills of all people 80
  • 81. Grasp the Current Condition (e.g. process analysis) Improvement Pattern 81 Establish the Next Target Process Condition PDCA to the Target Process Condition Current Target Current Target Current Condition Obstacles Target Condition Plan D o C heckA ct Go & See TPC Plan D o C heckA ct Go & See TPC Plan D o C heckA ct Go & See TPC Understand the Direction (e.g. The Challenge) © Mike Rother Toyota KATA, 2009
  • 82. Target Process Conditions (TPCs) TPCs are descriptions of how a process should run in the near future TPCs are Process Descriptive, Clear, Measurable, and Directly Observable, and time bound 82 Current Process Condition Ideal State TPCObstacles Challenge
  • 83. TPC’s, Action Items, and Outcomes 83 Action items & Countermeasures: •Change the layout •Change the work content •Reduce handling •Reduce Set up time •These actions change the operating conditions •These are one time action items Target Process Condition: •Run 2 shifts •3 operators on each shift •Planned Cycle time of 45 secs. •Stability of +/- 5 secs at each operation •1 x 1 flow throughout Operating conditions •These are operating conditions that can be checked in minutes Outcomes and Results: •Yield •Labor Cost •Process Output •Inventory Level •Which creates these outcomes and results •These outcomes will be reported in weeks or months
  • 84. Socialized TPCs enable engaged, creative problem solving 84 “What do we need to do?” Target Process Condition “What can we do?” Hunting for waste and potential Judgments Lists of action items Voting Opinions Direction can change depending on who is the most persuasive at the moment Focused thinking and acting © Mike Rother Toyota KATA, 2009
  • 85. The Mentoring Pattern: Mentor/Mentee interaction 85 Grasp the Current Condition (e.g. process analysis) Establish the Next Target Process Condition PDCA to the Target Process Condition Current Target Current Target Current Condition Obstacles Target Condition P la n D o C heck A ct Go & See TPC P la n D o C heck A ct Go & See TPC P la n D o C heck A ct Go & See TPC Understand the Direction (e.g. The Challenge) © Mike Rother Toyota KATA, 2009 Guide and help mentee to understand direction, determine the process’ Current Condition, and set a new and challenging Target Process Condition Mentee (Learner) Mentor (Coach) Guide and help mentee achieve Target Process Condition using 5 Question cycle
  • 86. Mentoring to define a TPC Guide the mentee through Current Condition process analysis Check in often, each step in PA should be a proposal/response If a step gets skipped, or not quite done correctly, bring the mentee back to redo the step When the Current Condition is well understood (& documented), have mentee propose a TPC, working from the CC Once the TPC is agreed on, the Mentoring Pattern (5 Questions) helps the Mentee learn using PDCA and completes the Improvement Pattern 86
  • 87. The 5 Question Cycle for Mentors What is the Target Process Condition? What is the Current Process Condition? (Go & See) – What was your last step? – What did you expect to happen? – What actually happened? – What did you learn? What problems or obstacles are preventing you from reaching the Target Process Condition? What is your Next Step? – Start of next PDCA loop When can I Go & See what we have learned from that next step? Mike Rother, Toyota Kata 87 PlanD o C heckA ct Go & See PlanD o C heckA ct Go & See
  • 88. Improving Step By Step A target process condition is achieved by taking small steps, one foot in front of the other, with rapid Plan-Do-Check-Act cycles, always adjusting to the present situation by asking, “What is the Next Step?” 88 Current Process Condition Target Process Condition Challenge! Seeing Further Next Step Interim Process Conditions Plan D o CheckAct Go & See Plan D o CheckAct Go & See Plan D o C heckA ct Go & See Plan D o C heckA ct Go & See Plan D o C heckAct Go & See Plan D o C heckAct Go & See
  • 89. Thinking about the Lean Tools Simply implementing TPS/lean tools, such as Standard Work, Kanban cards, JIT, is not the heart of Toyota’s CI system Their system uses the lean tools as part of a Target Process Condition, a temporary condition on the path to the Ideal State The tools eliminate the ability to work around problems without highlighting them Once the problems are systematically exposed, they must have a systematic response, otherwise improvement will not occur Leadership needs to create and support these process and response systems 89
  • 90. Change in Thinking NO PROBLEM = BIG PROBLEM Every problem is an opportunity to become better and learn given a clear target to pursue Too often, problems are deeply buried and seem non-existent, therein lies the opportunity Only by exposing the problems can the opportunity be found and our improvement capabilities be exercised A well defined Target Process Condition limits the ability for problems to be covered up, thereby exposing them so they can be solved 90
  • 91. Improvement Capability It is not solutions alone – whether today’s profitable product, lean techniques, or any other – that generate sustained competitive advantage. Rather, it is the degree to which we develop and utilize human capability to understand conditions and create new solutions, again and again. Developing such skills and culture in the organization is the responsibility of its leadership and management. • Mike Rother, Toyota Kata website 2010 91
  • 92. Summary Toyota has developed a continuous improvement machine They have done so by: Focusing the purpose of the company on improvement Developing patterns for people to use; “KATA”, in their improvement efforts Using the Ideal State as a direction setter for all their improvement efforts Requiring active leadership participation in improvement By only copying the tools of TPS, other companies did not get the full benefits of the tools To achieve long term benefits of continuous improvement we need to think in a different way 92
  • 96. Jeff Hebbard VP & COO TIDI Products
  • 97. TIDI Products LLC Kata Practitioner Day
  • 98. Who is TIDI Products LLC? A medical device manufacturer focused on acute care consumables aimed at supporting caregivers and protecting patients through infection protection & falls management
  • 99. TIDI Facilities Changshu, China Manufacturing 85,000 sq ft 250 employees Dongguan, China Sourcing & DC 6,000 sq ft 5 employees Tijuana, Mexico Manufacturing 110,507 sq ft 826 employees Arcadia, California Office & DC 70,794 sq ft 113 employees Neenah, Wisconsin Manufacturing & DC 514,000 sq ft 287 employees Fenton, Michigan Manufacturing 73,683 sq ft 138 employees Lake Forest, Illinois Office 30 employees Elk Grove Village, Illinois DC 24,926 sq ft 17 employees 1,700 Employees 5 Manufacturing Facilities 4 Distribution Centers
  • 100. Non-Acute Care Consumables Medical Office – Gowns, drapes, towels, pillow covers, facemasks, exam table paper Dental Office – Bibs, tray covers, headrest covers, instrument sheaths
  • 101. Acute Care Consumables Operating Room – specialized equipment covers Operating Room – disposable splash protection Operating Room & Hospital – specialized securement devices
  • 102. Acute Care Durables Operating Room – Zero Gravity radiation protection system
  • 103. Patient Safety Hospital Falls Management – alarms & sensors Belts, restraints, positioning aides Beds & mats Wound protection
  • 108. Three Insights of Enterprise Excellence Ideal Results Require Ideal Behaviors Purpose and Systems Drive Behavior Principles Inform Ideal Behavior
  • 109. Kata Toyota has been using policy deployment since the 1960s Two acronyms necessary to make it work – PS and OJD “PS” refers to problem solving “OJD” refers to on-the-job development How do we do PS and OJD? “The chain of coaching illustrated in this book is what policy deployment should be, but rarely is. Without the Improvement Kata and Coaching Kata, few organizations have even a vision of what translating a deployed policy into real improvement looks like in practice.”
  • 110. TIDI & Kata Embed kata into our key systems as an ideal behavior to embrace scientific thinking
  • 112.
  • 113.
  • 118. Long Term Goals “Commitment to Enterprise Excellence,” we believe pursuing this goal gives us the highest probability of success We want everyone in the organization to be skilled and engaged in improving their current condition towards a target condition that is aligned with our purpose and long term goals
  • 119. TIDI Enterprise Excellence Focus Key Performance Indicators Strategy Deployment Lean Management Systems PS & OJD using Kata Key Behavior Indicators
  • 120. Kata & Strategy Deployment Catchball Shows respect Gets buy in and commitment Builds a more robust plan Think Systematically Building kata as an ideal behavior into our systems 2018 A3 Development Tracking Level Title Owner B T R B T R B T R B T R C A P C A P C A P C A P B T R B T R B T R B T R C A P C A P C A P C A P B T R B T R B T R B T R C A P C A P C A P C A P B T R B T R B T R B T R C A P C A P C A P C A P B T R B T R B T R B T R C A P C A P C A P C A P B T R B T R B T R B T R C A P C A P C A P C A P B T R B T R B T R B T R C A P C A P C A P C A P B T R B T R B T R B T R C A P C A P C A P C A P B T R B T R B T R B T R C A P C A P C A P C A P Leader Team Peers CI Director All A3's are due 1/23/18 Quality Management System Steve K Master Develop and Execute Enterprise Excellence Plan Master Develop and Execute Commercial Plans Mike D Focus Patient Safety Paul K Focus Enterprise Critical Analytics Bob O Focus ACC Field Evelina L Master Develop and Execute Critical Enterprise Processes Jim R Jeff H Focus Develop Lean Leaders Margie H Focus Focus VIP Process TBD
  • 122. The Do – Check – Adjust system we utilize to ensure we accomplish the target condition deployed from Strategy Deployment Lean Management System 1 2 3 4
  • 123. CEO & COO Lean Management System Kata embedded into our monthly catchball sessions
  • 124. COO & VP of Operations Lean Management System Leader Standard Work Visual Controls Regular Accountability & Support Meetings – kata built in Leader Discipline – Ideal Behaviors
  • 125. Plant Level Lean Management System
  • 126. Daily Improvement & Problem Solving – Plant Level 126 • Ideas • Prioritization • Resource Management • Accountability • Coaching Routine Problem solving develops the capability to solve problems and develops coaches
  • 127. Challenges Easy to say, hard to do How kata applies at all levels Balancing theory with hands on application Capacity & capability of leaders as coaches Many new people, many locations, varied levels of learning
  • 128. Ryan Johnson Production Supervisor Rockwell Automation Joe Makovksy Operations Quality Manager Rockwell Automation
  • 129. Copyright © 2018 Rockwell Automation, Inc. All Rights Reserved. 129 KATA in Rockwell Automation January 2018 LSS/CI 4/22/16 Presented by: Joe Makovsky & Ryan Johnson
  • 130. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 AUTOMATION SOLUTIONS 80+ COUNTRIES 22,000$6.3B  Innovation  Domain expertise  Culture of integrity & corporate responsibility SERVING CUSTOMERS FOR 114 YRS FISCAL 2017 SALES WORLD’S LARGEST COMPANY DEDICATED TO INDUSTRIAL AUTOMATION AND INFORMATION VALUE CREATIONABOVE-MARKET GROWTH | PRODUCTIVITY | INTELLECTUAL CAPITAL EMPLOYEES for a broad range of industries Rockwell Automation at a Glance
  • 131. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016  Chemicals & Plastics  Oil & Gas  Marine  Metals  Mining, Minerals & Cement  Pulp & Paper  Semiconductor  Water / Wastewater  Entertainment  Fibers & Textiles  Food & Beverage  Household & Personal Care  Life Sciences  Airports  Automotive  Tire  Mass Transit  Agriculture  Education  All Others … 52% 28% 15% 5% Consumer Transportation Other Heavy Optimizing a Broad Range of Industries
  • 132. Copyright © 2018 Rockwell Automation, Inc. All Rights Reserved. 132 Ladysmith Facility KATA Journey Joe Makovsky – KATA Coach Ashley Krumenauer – KATA Coach Rockwell Automation Ladysmith, WI January 2018
  • 133. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 133 Ladysmith, Wisconsin Population 3,300 • 295 total employees – 3 shifts – 254 hourly, 41 salaried • 180,000 square feet • Assembles ICB and SSCB products: – NEMA and IEC Starters – Contactors and Relays – Circuit Breakers – Tower Lights – Pushbutton and pilot lights – Safety mats, edge, and trim – Molding Center of Excellence • 28 years experience building ICB products • Configure to order center of excellence • ETO Nema starters
  • 134. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 KATA Deployment  KATA Training took place in Ladysmith on July 2017  Ladysmith Management Team and Rockwell KATA Coaches selected two of our Standard Starters production lines to initiate KATA in the facility  Selection of KATA responsibilities and Teams  Daily Coaching cycles with Learner and Coach  Weekly GEMBA’s with Learner, Coach and Management Team  Weekly progress updates with our HQ KATA Support Team
  • 135. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 KATA Team  Manufacturing Engineer: Logan Price – Learner  Production Supervisor: Mike Sprague – Learner  Operations Quality Manager: Joe Makovsky – Coach  EHS/RPS/CI Manager: Ashley Krumenauer – Coach  Plant Manager: Teri Blumenthal – Coach’s Coach HQ KATA Support Team:  Ana Morillo, Randy Fedie and Michael Yagour – Coach’s Coach
  • 136. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Challenge Statement  Challenge Statement is to improve Efficiency by 5% on both production assembly lines by optimizing flow and reducing WIP by December 2017. 461 Line 463 Line
  • 137. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Target Process Condition / Current Current TPC
  • 138. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Target Process Condition Target Process Condition Achieved By: Re-layout of the line to improve flow, focusing on the enclosure and door build areas. Target 1/19/18
  • 139. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 PDCA Cycles
  • 140. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 KATA Boards
  • 141. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Accomplishments
  • 142. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Accomplishments
  • 143. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 GAINS  Floor Level Engagement  Employee ownership  Increased CI suggestions  Other production lines want to be included  Daily communications with Associates and Learners  Overall 5S improvement  Smaller Steps help reinforce engagement and behavior
  • 144. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 KATA Lessons Learned  Daily PDCA cycle can be challenging and requires discipline  Coaching cycles were harder than initially thought; can be uncomfortable at first. It’s a different approach than we are used too  Remain focused on the Target Process Condition  More production lines are interested in initiating KATA, which will happen this year  Our Challenge statement of a 5% efficiency improvement was underestimated
  • 145. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Production Line Metrics
  • 146. Copyright © 2018 Rockwell Automation, Inc. All Rights Reserved. 146 Richland Center Facility KATA Journey Kemal Farrokhnia – Production Manager - KATA Coach Ashley Krumenauer – Production Supervisor - KATA Coach Rockwell Automation Richland Center, WI January 2018
  • 147. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Richland Center, WI LVMCC, LV Panels, and SSB Business Groups
  • 148. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Previous Lean Deployments  Focus on tool usage  Kaizen Events  Large RAIL’s (Rolling Action Item Lists)  Projects are forgotten or never implemented  Improvements not sustainable – revert back to old ways  Projects not focused on customer needs – i.e. employees
  • 149. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 KATA (Toyota KATA) Why Kata?  Training in our Mequon Facility previous Dec  Training was coming to Richland Center – wanted to learn  Requested to participate  My department was chosen as test area to roll out Kata Area of Deployment:  Low Voltage Panels Area Challenge:  Increase capacity by reducing wasted movement of materials and personnel
  • 150. PUBLIC Copyright © 2018 Rockwell Automation, Inc. All Rights Reserved. 150 LV Panels Department – Before TPC: One Assigned Location for Materials
  • 151. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 LV Panels Department - After LV Panels Dept. X
  • 152. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 LV Panels Before Pictures BEFORE: 5+ LOCATIONS
  • 153. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Storyboard and TPC
  • 154. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 PDCA Cycles
  • 155. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Improvement Results • Reductions:160 minutes (76% improvement) • Old: Five drop off locations outside the dept. • New: One drop off location inside the dept. • Savings: $48K in annual Productivity savings • Employee morale: High
  • 156. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Key Learnings  Listen to the people  Do not set large TPC’s  Coaching cycles daily  Fully ask the five questions every time  Look for easy PDCA cycles for quick wins  Do not rest on your laurels  Fully know what your ideal state should look like  All about learning
  • 157. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 After Results AFTER – 1 LOCATION
  • 158. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 Kata Continued..  Completed two other TPC’s - $150K of savings  Moved Kata to other areas of the plant  Used Kata for stand alone TPC  Working to move Kata to front office  Originally started with Plant manager, production manager, and myself  Expanded to team lead and hourly employees
  • 159. Copyright © 2015 Rockwell Automation, Inc. All Rights Reserved.COMPANY INTERNAL — CONFIDENTIAL Updated: 29January2016 159 159
  • 160. Richard Wiltse Lean Six Sigma Master Black Belt Tremco
  • 161. Long term productivity plan TREMCO XKV
  • 162. Today’s Agenda  Kata mechanics review  Where we started to where we are today  Implementation hurdles and wins  Future PDCA cycles  Sustainment  Coaching 162
  • 163. Selling Kata  The initial sales effort December, 2016 …... 163
  • 164. XKV productivity  Vital to our ability to compete in today’s market  There has been some productivity progress in recent times.. OEE efforts….  However, we need to continuously improve….  … but do so in an orderly manner that works towards a long term vision. 164
  • 165. Kata  Kata - yet another Lean term….  Kata stresses small incremental improvements towards a long term Vision  Kata utilizes Plan Do Check Act experimentation towards incremental Target Conditions. Routines.  We fix constraints one issue at a time and look for sustainment  Progress tracked daily and monitored for sustainment  Improvement Kata Coaching Kata 165
  • 166. Kata – first we acquire baseline data …. 166 28252219161310741 300 200 100 Observation IndividualValue _ X=211.7 UCL=290.1 LCL=133.2 8 12 16 28252219161310741 160 120 80 40 0 Observation MovingRange __ MR=29.5 UCL=96.4 LCL=0 8 12 16 I-MR Chart of cases by labor hours Frequency 160930 690 630 585 320 295 185 155 Percent 4.123.5 17.5 15.9 14.8 8.1 7.5 4.7 3.9 Cum % 100.023.5 41.0 57.0 71.8 79.9 87.3 92.0 95.9 Attribute O ther Foil Clip change colorcheck Colorant drum trouble shoot M ake Catalyst other D rum change Start up Shut dow n 4000 3000 2000 1000 0 100 80 60 40 20 0 Frequency Percent Pareto Chart of Attribute
  • 167. Kata – ….. then we establish small incremental Target Conditions based on data in accordance with a vision… 167 Current Condition Target Condition Target Condition Vision
  • 168. Kata …..then we do Plan, Do, Check, Act experiments …. Plan – Define what you expect to do and your hypothesis / prediction for what should happen. Do – Test the hypothesis, run the process according to plan. Observe closely. Check – Compare the actual outcome with the observed outcome. Act – Standardize and stabilize what works, or begin the PDCA cycle again. Current Condition Target Condition PDCA Cycles – short learning cycles PDCA 168
  • 169. Kata … finally we then set the next Target Condition towards our Long Term Vision. 24 hours 5 days 120 work week 0.75 percentuptime target 90 hoursuptime= GOAL 48 hourscurrent stateuptime 42 hourgap 5 hour improvement 10.4 percentincreaseto the TargetMetric 169 INITIAL TARGET CONDITION VISION
  • 170. Target Conditions – gives us a target and focus 170
  • 171. Kata  Post experiments in PDCA format  Post Long Term Vision and Target Conditions  Kata all about learning. Goal is to learn as much as much as possible relative to our target condition(s) and vision  Culture Change: Drive improvement to Operational level. • WE are Operations and WE control our destiny… 171
  • 172. Kata – what’s in it for you?  Makes the job easier by removal of constraints  You have input into the process  You help shape our collective future 172
  • 173. Likes / Concerns  Management  Incremental improvements are good  Drive problem solving downwards  Coaching  Concerns:  Can we coach effectively?  Do people have time for PDCA’s?  Attempted once in Toronto and did not stick  Operators and Front Line  Removal of constraints is good  Management will know what we are going through  Concerns:  Flavor of the month? 173
  • 174. Kata Today – our Team !  Mameco XKV Operators – input is vital !  Igor Mijic – Filling Room Production Manager  Chris Soeder Junior Planner  Roger Watson – Front Line Supervisor  Karl Kaurich – Quality Engineering • Satellite Team: Rick Wiltse - MBB, Brian Pyclik – Plant Manager 174
  • 175. Kata – starts with a Vision  Tremco  Our Vision for the XKV Filling machine is to produce at 400 cases per shift for a two man operation, 300 cases per shift for a one man operation  Toyota  One piece flow  Zero defects  100% value added  Security for people 175
  • 176. Where are we today? Improvement Kata -  Numerous PDCA cycles have occurred: • Increased catalyst volume • 902 replenishment • DOE Run Rate: Factors of Time and Temperature • Air drum removal • Mylar bags sticking • Excess drum filling 176
  • 177. Where we started to where we are 177 09/19/1708/25/1708/03/1707/24/1707/11/1706/13/1705/01/1704/13/1703/14/1702/22/1702/08/17 400 300 200 100 Date2 IndividualValue _ X=272.8 UCL=429.9 LCL=115.7 02/08/17 07/21/17 09/19/1708/25/1708/03/1707/24/1707/11/1706/13/1705/01/1704/13/1703/14/1702/22/1702/08/17 200 100 0 Date2 MovingRange __ MR=59.1 UCL=193.0 LCL=0 02/08/17 07/21/17 1 Cases per shift control chart - TWO man operation Updated 09/21/2017 230 Avg = AVG = 273 1361211069176614631161 300 200 100 Observation IndividualValue _ X=184.7 UCL=271.2 LCL=98.3 01/18/17 04/22/17 1361211069176614631161 150 100 50 0 Observation MovingRange __ MR=32.5 UCL=106.2 LCL=0 01/18/17 04/22/17 1 1 Cases per shift control chart - ONE man operation Updated 09/21/2017 AVG = 152 AVG = 185
  • 178. Yesterday 178 XKV Kata Target Condition 2 person Operation: Old Baseline: 211 cases / shift Old Target Condition 280cases / shift PDCA #4 Excess Drum filling: New Target: 320 cases / shift Target Condition 1 person Operation: Old Baseline: 152 cases / shift Current Baseline 200 cases / shift PDCA #4 Excess Drum filling: New Target: 210 cases / shift
  • 179. Today XKV Kata Target Condition 1 person Operation: Run through drum changes Baseline: 152 cases / shift Old Target Condition 280 cases / shift PDCA #6 Run Through drum changes New Target: 375 cases / shift Target Condition 1 person Operation: Run through drum changes and breaks: Baseline: 152 cases / shift Old Target condition 280 cases / shift PDCA #7 drum changes, breaks: New Target: 475 cases / shift 179
  • 180. In the hopper… Future PDCA Cycles log PDCA Expectation Status Overall replenishment Review all opportunities for replenishment and PDCA each opportunity Ongoing - replenishment role under review Injector cleaning schedule Learn how often injectors need cleaning and have the cleaning performed off line. Under review Breather Cleaning Ensure breathers are cleaned to a schedule and after sinkers Under review PM overhaul Review downtime as it relates to PM practices and strive for more uptime. R&D gave go ahead to preheat material to 85 Deg F as long as material is not being held there for exteded period Polyclip PM / Oil resevoir analysis Polyclips not sealing off sausages leads to massive clean up activities Optomize hot room Maintain consistant heat in the hot room which should stabilize run rate Under review. R&D has given permission to go to 85 deg F in the hot room. 5S Hot Room Onset of Dymonic 100 in K20 has the potential to overstock the hot room with the 10 hold period. Under review. Lack of labor prohibits this from happening in the short term. Crunch numbers Code 902 Round 2 Storage of another drum on top of the mezzanine will save another 15 - 20 minutes in changeover time Under review Short term conditioning What is the effect of short term conditioning vs long term? Is long term conditioning detrimental to Quality? R&D Electrical Heating Tape Can we eliminate the hot room and heat the material just prior to entry into the XKV? Dozer and Ram pressure. What are the optimol settings for both dozer and ram pressure? How do they influence run rate? Can we set specifications for run rate? Supervisors reviewed several months back. Need to re- visit Start up and shut down procedures Define exact procedures for start up and shut down. In process Run through breaks One man break at a time - keeps the machine running Analysis complete. Works only for the first break whenRun through shift change Can we run continuously? POSTPONE until process stability achieved. Black / Red tape on sausage mylar Switch to only red tape as it increases the reliability of the sensor New mylar on order 180
  • 181. Coaching Kata –  Implement a weekly 5 minute Kata review standup meeting at the Gemba: • Reiterate Vision, Target Condition, and Output Metric • SUSTAINABILITY: Review past PDCA’s for sustainment • Review current PDCA Cycle and what we are learning • Discuss upcoming PDCA cycles • As always, solicit Operator input 181
  • 182. Sustainment KATA MAMECO XKV Sustained NOTSustained Sustained NOTSustained Sustained NOTSustained Sustained NOTSustained Sustained NOTSustained Sustained NOTSustained 8-Sep 15-Sep Sustainment: Past PDCA Cycles Explanation Explanation Mylar Sticking n n Suspect there are still some sticky mylars in the system since the last discussion Still not seeing blue plastic in drums which is causing the mylar to stick. 8 occurances reported by one operator. Karl / Bill Y? Air Drums y y Only one Excess drum filling y y Run Rate n n Low due to hot room being turned off. Igor fixed garage door sensor, room now notice-ably warmer. Supervisor Std Work check 2x per shift Run rates better, but not quite there, some shifts seeing 14 - 16. 18 - 22 is the spec. Igor to put programmable thermometer in hot room. 1man 2man 1man 2man 1man 2man 1man 2man 1man 2man 1man 2man Output Metric n y 279 TC = 280 Top end 347 for 2 man. New TC's coming: 330 2 man, 210 one man New PDCAs Tracking Behind Tracking Behind Tracking Behind Tracking Behind Tracking Behind Tracking Behind Start up / Shut down x x Rick to forward data to Igor PDCA starts Tuesday, Sept 19th PDCA Hopper Black / Red tape x x Sensor missing black tape - causes a mess Gretchen has on order all red tape for sausages Oil resevoir analysis Will a larger resevoir create less downtime? Not discussed Sprayers PM x Sprayers plugged. Can we order a 2nd set of sprayers while is 1st set cleaned? Igor to order another set of sprayers Polyclip PM analysis Clips jamming is a recurring issue Clips jamming is a recurring issue Oversized drums How do we trace back to root cause and correct? How do we trace back to root cause and correct? 13-Oct8-Sep 15-Sep 22-Sep 29-Sep 6-Oct 182
  • 183. Coaching Kata – the 5 questions:  1. What is the Target Condition?  2. What is the Actual Condition now?  3. What obstacles are preventing you from reaching the Target Condition? Which obstacle are you addressing now?  4. What is your next step (experiment)? What do you expect?  5. How quickly can we go and see what we have learned from taking that step? 183
  • 184. Coaching Kata  We have reviewed the “5 questions” and are starting to get a feel for it. • Vision understood • Need better understanding of the next PDCA and Target Condition.  Supervisors attended a “Coaching Past Resistance and Denial” workshop • In our culture, repeating the 5 questions daily loses impact. We are still asking these important questions, but we also focused on finer elements of coaching. We are trying to drive coaching down to Operator level. 184
  • 185. Key learnings from “Coaching Kata”  Our people are eager to solve issues  Coaching Kata provides a framework for dealing with people when problem solving.  Coaching and development has met zero resistance, including Managers and Supervisors.  Kata places emphasis on LEARNING. If we are successful at learning, the numbers will come. More problems solved at the Operational level… 185
  • 186. “General” Key Learnings:  Output metric varies… so much that often it is hard to ascertain small incremental improvements. • Take it on faith! Talk to the Operators and do not dwell on how to measure  Share key learnings….we are all in this together!  Continuously express “it’s about the learning”…. More so than increased output.  Forming a hypothesis statement is critical – promotes learning by thinking ahead. 186
  • 187. Other learnings  Pareto charts do not have to be precise in order to direct PDCA efforts. Just be confident that the problem exists and that you can formulate a reasonable hypothesis of how the output metric would be affected if the problem went away.  Start up a PDCA log immediately. Intent is to keep a history of PDCA’s and display what we collectively learned. Reiterate learnings at stand up meetings. Kata is more about learning !!!  A3’s and DOE’s are fair game for PDCA’s. 187
  • 188. In conclusion  Remember that Kata is really about • Learning • Driving problem solving downwards to the Front Line level • Coaching others • Effect of the PDCA is less important than the learning that occurred. (Note that failed experiments produce a wealth of information and learning.) 188
  • 189. In conclusion  It may be hard for those not close to the Gemba to actually see the true culture change. Coaches see it though: • Engagement • Satisfaction in achievement • More PDCA cycle submissions • Desire to win  We know we are experiencing culture change when • A wide variety of people are submitting PDCA requests • Key learnings reported routinely 189