SlideShare a Scribd company logo
1 of 124
Download to read offline
Kata Exercise
Tim Murphy
Education Manager, Q&CI
Oshkosh Corporation
Kata Exercise
CI Coaching
Rapid PDCA cycles (Experiments)
Deliberate Practice (Coaching)
3
Current
Condition
Next
Target
Condition
4
Typical CIE
Current
Condition
Next
Target
Condition
5
Uncertainty
7
8
You are here
By what means…
Where you want to be
Ropes
Chalk
Carabiners
Experience
…
No Direct Path to Success
9
Failure is Success…
10
11
How we need to be improving…
Current
Condition
Next
Target
Condition
Experiment your way
forward, instead of
trying to decide your way
forward.
You can only see the
next true obstacle after
you take a step.
Conduct each experiment as
cheaply and quickly as possible.
How Frequent Should Continuous Improvement Be?
• If you only periodically work on an improvement but the rest of the
time itʼs business as usual, then what you are actually teaching is
business as usual.
Everybody, Everyday
13
The Workday
Daily Responsibilities
Continuous
Improvement
To achieve continuous improvement the improvement work
should be embedded in daily work throughout the organization.
Running Analogy
You want to get better at running…
Would you rather:
Run 3 miles 3x week
Or
Run a marathon once a month
14
(36 miles/month)
(26 miles/month)
How Do You Get Better at Continuous Improvement?
It is well known that it takes the following ingredients
to develop new skills, habits and mindset
PRACTICE
Repetition
COACHING
Corrective
feedback
MASTERYOvercoming
obstacles
CICOACHINGCI Coaching with the 5-Qustion Card
16
Next
Target
Condition
Current
Condition
The LEARNER
uses this tool
while
conducting
experiments
against each
obstacle.
The COACH
asks the 5
Questions in a
coaching cycle
dialog, before
each step
(experiment)
the Learner
takes.
Rapid PDCA Cycles with CI Coaching
17
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
1
2
3
4
The Four Steps of Process Improvement
Playing Card Challenge!
Adapted from: www.katatogrow.com
Select a Data
Recorder
Select a Timekeeper
 Use smartphone
TWO THINGS TO DO NEXT:
TODAY'S GROUND RULES
(1) "START Position" =
- Must start with the entire deck
- Cards face down in one stack
- Hands flat on the table
- No talking, you're ready to go
(2) All Teams Start Together
a. Instructor calls "START"
b. Arrange the cards (talking allowed)
c. Note the elapsed time on your form
• Don’t write on the cards
• Up to 4 players can move cards
• There must be roughly equal space between
rows and columns
TODAY'S GROUND RULES
LET'S ESTABLISH A
BASELINE TIME FOR YOUR TEAM
Record
your times
here
Use
this
form
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
1
15
SECONDS
Step 1:
UNDERSTAND THE CHALLENGE
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
2
What was
your team's
last baseline
time?
Step 2:
GRASP THE CURRENT CONDITION
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
3
Step 3:
ESTABLISH YOUR NEXT
TARGET CONDITION
What time does
your team want to
reach by the end
of round 5?
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
LET'S DEFINE YOUR TEAM'S NEXT TARGET CONDITION
We can do 5ish rounds of experimenting today
LET'S ASK EACH TEAM
DRAW YOUR TARGET CONDITION LINE
ON THE 'EXPERIMENTING' FORM
TC
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
4
Step 4:
CONDUCT EXPERIMENTS
TO GET THERE
HOW WE'LL EXPERIMENT
3 Minutes per Round
1. Instructor calls "START"
2. Arrange the cards
3. Note the elapsed time on your form
4. Based on what happened, discuss what
you plan to do next
5. Write ideas you want to test onto the form
(Before)
Write down the
next ideas you
want to test
(After)
Write in how
much the time
changed
compared to
the last round
(After)
Mark the
elapsed
time
THE EXPERIMENTING FORM
What to record in each round
Playing Card Challenge!
Adapted from: www.katatogrow.com
AFTER EACH EXPERIMENT
WE'LL REFLECT
GET READY
FOR THE NEXT ROUND
3 Minutes per Round
1. Instructor calls "START"
2. Arrange the cards
3. Note the elapsed time on your form
4. Discuss what you plan to do next
5. Write ideas you want to test onto the form
----------
6. Time's up... Ask the Reflection Questions
7. Get into START Position (timekeeper raise
hand)
Playing Card Challenge!
Adapted from: www.katatogrow.com
Break / Networking
20 minutes
Dan Rauwald
Director of Engineering
Simmons Knife & Saw
Simmons KPD Highlights
Company Introduction
History of CI Journey
Lean Project Tracking
Quality Statement, Measures & Incentives
Kata Integration
Continuous Improvement Journey
 August 1999 = Certified to ISO 9001-1994
 2001 = Determined need to be more proactive with CI/Lean
 2002 = Started integrating Lean into ISO QMS and culture
 2004 = Started documenting Lean projects
 2005 = Completed 1st Lean initiative
 2011 = Became certified to ISO 9001-2008
 2012 = Started formal Lean project tracking and “grid”
 2013 = Set 1st Lean “savings” goal
 September 2016 = Kata introduced and 1st associated project
 2017 = Started transition to ISO 9001-2015
Lean Project Tracking (2012-2014)
2014 Lean Savings
Department # of Projects 2014 Target 2014 Savings
Accounting/Finance 6.25 $ 20,000 $ 60,531
Sales/Marketing 1.45 $ 20,000 $ 54,256
HR
Manufacturing 10 $ 125,000 $ 211,424
IT 1.3 $ 27,510
"Minor Initiatives" $ -
Total 19 $ 165,000 $ 353,721
2013 Lean Savings
Department # of Projects Lean Savings
Accounting/Finance 0.8 $ 1,920
Sales/Marketing 3.2 $ 16,871
HR 1.2 $ 1,474
Manufacturing 22.8 $ 144,395
IT
"Minor Initiatives" 0 $ -
Total 28 $ 164,659
2013 Goal $ 165,000
2012 Lean Savings
Department # of Projects Lean Savings
Accounting/Finance 3 $ 19,578
Sales/Marketing 5.5 $ 19,795
HR 1 $ 480
Manufacturing 13.5 $ 66,569
IT 1 $ 16,250
Total 24 $ 122,671
Lean Project Tracking (2015-2017)
2017 Lean Savings
Department # of Projects 2017 Target 2017 Savings
Accounting/Finance/IT 3 $ 20,000 $ 4,897
Sales/Marketing 1.5 $ 15,000 $ 3,180
HR
Manufacturing/Engineering 24.5 $ 125,000 $ 137,181
"Minor Initiatives" $ 1,055
Total 29 $ 160,000 $ 146,312
2016 Lean Savings
Department # of Projects 2016 Target 2016 Savings
Accounting/Finance 1 $ 20,000 $ 3,305
Sales/Marketing 1 $ 20,000 $ 2,844
HR 1 $ 1,640
Manufacturing/Engineering 17 $ 125,000 $ 158,523
IT
"Minor Initiatives"
Total 20 $ 165,000 $ 166,311
2015 Lean Savings
Department # of Projects 2015 Target 2015 Savings
Accounting/Finance 1 $ 20,000 $ 1,060
Sales/Marketing 0.5 $ 20,000 $ 750
HR
Manufacturing/Engineering 10.5 $ 125,000 $ 177,192
IT
"Minor Initiatives"
Total 12 $ 165,000 $ 179,002
Lean Project Tracking (2013-2017)
Lean Projects: 2017-18 Transition
 In 2017: 5 Kata Projects (of 29 total) accounted
for $54,427 savings or 37.2% of total
 23 Open Projects
 17 “Future” or “Idea Stage” in queue
Quality Statement & Measures
Quality Statement & Measures
Per our Quality Statement and QMS we measure the following:
1. Continuous Improvement
 Efficiency
 Throughput
 Scrap
 Lean Projects
2. Quality Workmanship
 NCR’s
 Cost of Quality
3. On Time Delivery
4. Superior Customer Service
 NCR’s
 Customer Surveys
 Customer “Landscape”
Meeting Goals = $ Incentives
We have incentives for the following and pay out monthly,
quarterly, and at the year end
 Revenue
 On-time Delivery
 Labor as a % of Sales
 Cost of Quality
Kata History – “Backward Start”
 Attended daily “Lightning” Meeting
 Proposed daily Butcher Cell Meeting along with
Kata concepts
 Met daily and used PDCA sheets to document
actions, results, learning
 Gave formal Kata Training to team
 Defined Challenge, Current Condition, Target
Condition, Obstacles
Kata History – 1st Project
TITLE: Butcher Blade Production
Re: Unable to produce acceptable product at the expected throughput
CHALLENGE: Produce 42,000 feet per day through entire cell
START DATE: 9/29/16
STATUS: Meeting 2nd Target Condition revision…
RESULTS/KEY LEARNINGS:
• Helped us “eat the elephant”
• Determined process and equipment capabilities
• Transferred and transitioned knowledge and ownership from Engineering to
Production
• Support from the Top is huge
• Project was too complex for 1st Kata, and initial Target Condition was too much of a
stretch
• Not achieving the Target Condition is ok
Kata History – 2nd Project
TITLE: Wide Blade Improvement
Re: Unable to meet customer’s expectations and compete in the “wide blade” market
CHALLENGE: Meet or exceed customers’ quality expectations with a Simmons MFG.
blade
START DATE: 10/12/16
STATUS: Working on 4th Target Condition revision, product quality has significantly
improved
RESULTS/KEY LEARNINGS:
• Project was also complex
• Current equipment can only get us so far…
• Different coaches and team members can be successful
• Maintaining daily experiments can be challenging when design and component
manufacturing is required
• Obtaining objective customer feedback on performance can be a major obstacle
Kata History – 2nd Project
Kata History – 2nd Project
Kata History – 3rd Project
TITLE: Stainless Steel Scallop Throughput (SSST)
Re: Stainless steel scallop grinding was a significant bottleneck and extended lead-time
CHALLENGE: All associated grinders are able to run at rate of 385 FPH
START DATE: 10/17/16
STATUS: Working on 3rd Target Condition revision, (1) machine is able to run at 350 FPH
RESULTS/KEY LEARNINGS:
• $30,054 in Lean savings has been realized so far
• 80/20 rule applies, low hanging fruit leaves significant work for remaining goals
• Having customer orders and associated raw material can be a significant obstacle
• Consistent Coaching Kata and documentation is critical
• Targets can be met, but other obstacles can become apparent
Kata History – 4th Project
TITLE: Thick Carbon Steel Scallop Throughput (TCSST)
Re: 700,000 FPY runs at a reduced rate of 175 FPH and increases would free up
significant capacity
CHALLENGE: All associated grinders are able to run at rate of 385 FPH
START DATE: 12/21/16
STATUS: CHALLENGE ACHIEVED APRIL 2017!!!
RESULTS/KEY LEARNINGS:
• 2182 hours of capacity has been gained (rate increased by 120%)
• $5,719 in Lean savings has been realized
• By “luck”, the Target Condition date was appropriate
• Practice makes “good”
• Kata helps uncover process variables
Kata History – 5th Project
TITLE: ½” Pitch Notching Throughput (1/2 PSN)
Re: 5.25 million feet is notched per year at a rate of 1260 FPH and increases would free
up significant capacity
CHALLENGE: Double throughput on at least one notcher
START DATE: 3/20/17
STATUS: Closed project 7/24/17, creating additional capacity of 16.45 million feet (207%
of CHALLENGE!)
RESULTS/KEY LEARNINGS:
• $11,550 in Lean savings has been realized
• Die life was quantified and increased by 100%
• “Outside” team members can add value to the process
• Process bottlenecks will shift as improvements are made
Kata History – 6th Project
TITLE: Knife Grinding Capacity
Re: 5.25million feet is ground per year (various rates) and rate increases would free up
significant capacity
CHALLENGE: Increase capacity by 50%
START DATE: 7/20/17
STATUS: Working on 3rd Target Condition revision
RESULTS/KEY LEARNINGS:
• OOOPS!!! We surpassed the Challenge on 12/20/17 with a capacity increase of 81%
• $7,104 in Lean savings has been realized
• Process bottleneck has shifted to downstream honing
• Other Lean tools can assist the process
Kata History – 6th Project
Kata History – 6th Project
Kata History – Celebration and
Recognition
21 Simmons Employees have been up
to the CHALLENGE, Are You?
Jill Kruschke
Regional MOS/MPS Manager
Modine Manufacturing Company
Tony Rousseau
Principle Research Engineer
Modine Manufacturing Company
Leadership
Standard
Work
Jill Kruschke and Tony Rousseau
Regional MOS/MPS Manager/Coach
Modine Manufacturing Company
Modine Manufacturing Overview
Copyright© Modine Manufacturing All Rights Reserved 65
• Founded 1916 in Racine, WI
• Fiscal 2017 sales of $1.5 billion
• Specialize in providing innovative
thermal management solutions
• Design, manufacture, and test heat
transfer products for a wide variety
of applications and markets
• Employee 11,200 people worldwide
in 20 countries
• Businesses
– Vehicular Thermal Solutions (VTS)
– Commercial and Industrial
Solutions (CIS)
– Building HVAC (BHVAC)
FY ’17 Sales by
Location
$1.5B Total
Americas
48%
EMEA
43%
Asia
9%
Corporate Headquarters
Racine, WI
17 locations
South America
Headquarters and
Manufacturing
Sao Paulo, Brazil
European Headquarters
Bonlanden, Germany
19 locations
Johannesburg, South
Africa (BHVAC)
Asian Headquarters
Shanghai, China
6 locations
Leadership Standard Work
66
Important
Urgent
All of the tasks
that we can
choose to work
on
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
67
Important
Urgent
Safety
Customer
Legal
Agendas
Info Gaps
Process Gaps
Make Work
Strategy
Sustainability
“No Problems Today……”
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
68
Important
Urgent
We
always
work
here
first
Safety
Customer
Legal
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
• Why do we migrate ?
– Compliance
• Do things because I have to
but don’t know why I’m doing
them
– To fill the gaps, why don’t I
know this?
• Process
• Information
– Personal protection
• It’s what the boss expects
– Time constraints
Urgent = Important
– Stay off the radar
69
Important
Urgent
We
always
work
here
first
Then we
migrate
here
Safety
Customer
Legal
Agendas
Info Gaps
Process Gaps
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
• Why important ?
– Besides the obvious need to
work on only the important
priorities…..
– Unimportant items rarely
become Important,
regardless of the timeframe
– Important items ALWAYS
become Urgent, if not
addressed
– Standard Work process will
identify real gaps in
processes, participation, and
communication
70
Important
Urgent
We
always
work
here
first
Std work
reminds us
to work here
And will fill
some gaps
here
Safety
Customer
Legal
Agendas
Info Gaps
Process Gaps
No Problems
Today
Sustainability
Strategy
Make Work
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
• Standard Work IS NOT……
– A way to account for 100% of
time
– PDP objectives, work
instructions
• Performance objectives will link
to standard work, however
– Tool to micromanage or control
employees
– Just a redundant checklist
– A replacement for Outlook, or
your appointment scheduling
system
71
“…is our learning and mentoring
process in action to insure everyone,
regardless of position, is working on
the most important today and
tomorrow priorities.”
• What it is……
– Stimulates us to search WHERE we need
to be working to be successful
– Tool for learning
• Changes will be made as we learn
what it takes to be successful
– Supports standard work of other
processes
– Opportunity for mentoring (Mentor) and
practicing the improvement pattern
(Mentee)
– Forces “why ?” understanding
• Why did I do what I did and why
didn’t I do what I wanted to do
– Reflection backwards, focus forward
– Allows for early identification of obstacles
– Creates organizational “calmness”
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
• How much of my day should I standardize?
– Work can be broken up into standard work and problem
solving (trouble shooting)
– At the task level we should be spending a higher % of
our time in standard work
72Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
• What is the right cadence?
– At the task level, standard work is
defined Cycle-by-Cycle
– At the corporate level, Quarterly is
a natural cadence of work
– Between those extremes there
could be hourly, shift, daily,
weekly or monthly cadences
73
Operator
CEO
Cycle
Quarterly
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
74
Organizes management work into a process
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
75
Organizes management work into a process
Doesn’t replace good business decision-
making…..it should guide you to the right place,
at the right time
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
76
Organizes management work into a process
Doesn’t replace good business decision-
making…..it should guide you to the right place,
at the right time
The “misses” are the most important
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
77
Organizes management work into a process
Doesn’t replace good business decision-
making…..it should guide you to the right place,
at the right time
The “misses” are the most important
Over time – patterns emerge that you would
otherwise never see
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
78
Organizes management work into a process
Doesn’t replace good business decision-
making…..it should guide you to the right place,
at the right time
The “misses” are the most important
Over time – patterns emerge that you would
otherwise never see
Always changing…….stabilize, then improve
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
79
Organizes management work into a process
Doesn’t replace good business decision-
making…..it should guide you to the right place,
at the right time
The “misses” are the most important
Over time – patterns emerge that you would
otherwise never see
Always changing…….stabilize, then improve
30 min per month, 4-5 min per day
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
80
Organizes management work into a process
Doesn’t replace good business decision-
making…..it should guide you to the right place,
at the right time
The “misses” are the most important
Over time – patterns emerge that you would
otherwise never see
Always changing…….stabilize, then improve
30 min per month, 4-5 min per day
Requires complete honesty
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
81
Organizes management work into a process
Doesn’t replace good business decision-
making…..it should guide you to the right place,
at the right time
The “misses” are the most important
Over time – patterns emerge that you would
otherwise never see
Always changing…….stabilize, then improve
30 min per month, 4-5 min per day
Requires complete honesty
Answers (2) fundamental questions –
“What should I be doing ?”, but most importantly
– “What am I actually doing ?”, then leads to
“WHY ?”…this requires mentoring
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
82
Categorize the type of work, or
timeframe – use your own personal
organization preference
Annually
Quality Manager's Meeting
Plant Manager's Meeting
Quarterly
Coach's Live Meeting 1
PDP Final Review
PDP Objectives
PDP 2nd Quarter Review
Monthly
Monthly Standard Work Review
Regional MOS/MPS Manager Meeting
Jefferson City Plant Meeting
Joplin Plant Meeting
Lawrenceburg Plant Meeting
NLM Plant Meeting
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
83
Categorize the type of work, or
timeframe – use your own personal
organization preference
Link work tasks to performance
objectives or priorities
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
84
Categorize the type of work, or
timeframe – use your own personal
organization preference
Link work tasks to performance
objectives or priorities
Force time for longer-range thinking
and teaching (these are things that
are generally Urgent, but Not
Important yet)
-Strategy
-Mentoring
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
85
Categorize the type of work, or
timeframe – use your own personal
organization preference
Link work tasks to performance
objectives or priorities
Force time for longer-range thinking
and teaching
-Strategy
-Mentoring
Standard Work process starts here
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
86
Categorize the type of work, or
timeframe – use your own personal
organization preference
Link work tasks to performance
objectives or priorities
Force time for longer-range thinking
and teaching
-Strategy
-Mentoring
Highlight non-standard timeframe
tasks for easy reference
Standard Work process starts here
Mentee Coaching Meetings
Leeds quote process
Go and Sees (Observation)
Kathy/Amy
Coaches Meeting
Tony R
Brad E
Others (Quarterly)
PDP Updates
PDP Review
Others (Annually)
SP21-3 Review
Guidebook Review/Updates
Copyright© Modine Manufacturing All Rights Reserved
The Analytics – A Forward Look
87
Projected Projected normal hours 176 hours
Normal Std Work Prep/Post Work Excluding vacation hours 168
1.00 0.50 %of normal std work 49.15%
0.50 0.50
1.00 0.50 %excluding vacation days 51.49%
1.00 0.00 Vacation hours 8
2.00 0.00
1.75 0.00
0.50 0.08
0.50 0.08
1.00 0.00
0.00 0.00
0.00 0.00
16.00 0.00
60.25 26.25 86.50
Duration of normal event
Copyright© Modine Manufacturing All Rights Reserved
The Analytics – A Forward Look
88
Projected Projected normal hours 176 hours
Normal Std Work Prep/Post Work Excluding vacation hours 168
1.00 0.50 %of normal std work 49.15%
0.50 0.50
1.00 0.50 %excluding vacation days 51.49%
1.00 0.00 Vacation hours 8
2.00 0.00
1.75 0.00
0.50 0.08
0.50 0.08
1.00 0.00
0.00 0.00
0.00 0.00
16.00 0.00
60.25 26.25 86.50
Prep/Post work attached to
a normal event
Copyright© Modine Manufacturing All Rights Reserved
The Analytics – A Forward Look
89
Projected Projected normal hours 176 hours
Normal Std Work Prep/Post Work Excluding vacation hours 168
1.00 0.50 %of normal std work 49.15%
0.50 0.50
1.00 0.50 %excluding vacation days 51.49%
1.00 0.00 Vacation hours 8
2.00 0.00
1.75 0.00
0.50 0.08
0.50 0.08
1.00 0.00
0.00 0.00
0.00 0.00
16.00 0.00
60.25 26.25 86.50
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
Regional MOS/MPS MANAGER STANDARD WORK
June2017
CURRENT CONDITION Days and times defined in standard work *Remove Regional Manager Staff Meeting
*Bi-weekly meetings with Scott M
removed
*Add cadence coaching meeting with
Scott M
*Standard work cadence with Scott M
removed
*Add cadence meeting with Brad E
*Defined cadence with Scott B ( 1st week-
1 on 1, 2nd week- SW, 3rd week-Coaching,
4th week- 1 on1)
*Removed MOS chargeback team meeting
TARGET CONDITION
People: 3 MOS/MPS Managers, 3
Managers, 9 Directors, 8 VP's, 1
Controller, 1 ME, 1 CEO, 1 COO, 0 Plants,
2 Coaches
Flow: Meetings rescheduled or canceled
Cadence: Weekly and Monthly
Variance: 69% of meetings I schedule are
rescheduled within 1 week of original
meeting
People: 3 MOS/MPS Managers,
6 Managers, 10 Directors, 9 VP's,
1 Controller, 1 ME, 1 CEO, 1
COO, 1 Plant, 2 Coach's
Flow: Days and times defined in
standard work
Cadence: Weekly and Monthly
Variance: 100% of meetings I
schedule are rescheduled within 1
week of original meeting
OUTCOME METRICS Set up cadence meeting with Joe V
Remove cadence meeting with Leeds quote
mentee
Meetings rescheduled or canceled
69% of meetings I schedule are
rescheduled within 1 week of original
meeting
OUTCOME METRICS
76% attainment of standard work
58% of meetings held on day and time
scheduled
76% attainment with mentors
0% attainment with mentees
85% attainment of standard work
65% of meetings held on day and
time scheduled
80% attainment with mentors
80% attainment with mentees
90
Connects the improvement pattern and the mentoring cycle
My personal work process……
Copyright© Modine Manufacturing All Rights Reserved
Standard Work Mentoring Session
91
Regional MOS/MPS MANAGER STANDARD WORK
June2017
CURRENT CONDITION Days and times defined in standard work *Remove Regional Manager Staff Meeting
*Bi-weekly meetings with Scott M
removed
*Add cadence coaching meeting with
Scott M
*Standard work cadence with Scott M
removed
*Add cadence meeting with Brad E
*Defined cadence with Scott B ( 1st week-
1 on 1, 2nd week- SW, 3rd week-Coaching,
4th week- 1 on1)
*Removed MOS chargeback team meeting
TARGET CONDITION
People: 3 MOS/MPS Managers, 3
Managers, 9 Directors, 8 VP's, 1
Controller, 1 ME, 1 CEO, 1 COO, 0 Plants,
2 Coaches
Flow: Meetings rescheduled or canceled
Cadence: Weekly and Monthly
Variance: 69% of meetings I schedule are
rescheduled within 1 week of original
meeting
People: 3 MOS/MPS Managers,
6 Managers, 10 Directors, 9 VP's,
1 Controller, 1 ME, 1 CEO, 1
COO, 1 Plant, 2 Coach's
Flow: Days and times defined in
standard work
Cadence: Weekly and Monthly
Variance: 100% of meetings I
schedule are rescheduled within 1
week of original meeting
OUTCOME METRICS Set up cadence meeting with Joe V
Remove cadence meeting with Leeds quote
mentee
Meetings rescheduled or canceled
69% of meetings I schedule are
rescheduled within 1 week of original
meeting
OUTCOME METRICS
76% attainment of standard work
58% of meetings held on day and time
scheduled
76% attainment with mentors
0% attainment with mentees
85% attainment of standard work
65% of meetings held on day and
time scheduled
80% attainment with mentors
80% attainment with mentees
11
(1) What’s your target process condition?
(2) What’s your current process condition?
(3) What obstacle(s) is/are keeping you from reaching your TPC?
(4) What is your next improvement step?
(5) When can we see what we have learned?
22
33
44
55
Copyright© Modine Manufacturing All Rights Reserved
Formula for Getting Started………..
92
Start simple – just keep track of what you do…don’t assume that you know
“What should I be doing…that I never get around to…”
Reference job description
Current performance objectives
How would you train your replacement ?
What frustrates you because you never seem to have the
time?
Start tracking – add items you missed as you go
Be disciplined and honest, so this becomes a habit
First thing open in the morning
Last thing to close at the end of the day
Categorize tasks into : Make decisions
Produce a tangible output
Get information for decision-making
Get information
Copyright© Modine Manufacturing All Rights Reserved
Leadership Standard Work
93
Thank You !
Questions?
Copyright© Modine Manufacturing All Rights Reserved
Jason Schulist
President
Generative Local Community Institute
John Schultz
Principal – Mapleview Intermediate School
Kimberly School District
KATA
IN
COMMUNITY 95
Kata thinking can be used in multiple settings
• Business / organizational
• Kata in the classroom (KiC)
• Kata at home
• Kata in community
96
Person
Community
Work
Family
97
Conduct
Experiments –
Make a change
and test it
Grasp the
Current
Condition
Establish
the Next
Qtr Target
Condition
Get the
Challenge
or AIM for
the year
1
2
3
4
How to think about a problem – use
improvement kata thinking! Create community
alignment and community improvement
98
5
What problems
must we improve in
our community?
Community Improvement Work
Community Alignment Work
T
Define
Excellence
or True
North
Value Streams of Humanity (VSH)
• Value streams are considered current condition and
target condition aspects in improvement kata
• In business, a value stream flows a product or
service
• Toyota Culture (Hoseus/Liker) discuss the Human
Value Stream of employees through learning and
growing
• What if a community’s role is to help humanity learn
and grow??
• With a community’s True North being “All community
members as generative contributors to society”
Riverview Gardens 99
Value Streams of Humanity (VSH)
• True North: overall community is healthy and
generative
• Thinking in fractals, we can break down any
community into systems of value streams of
humanity
• Matching Individuals with jobs
• Life Skills
• Housing
• Education (K-12, post secondary)
• Well-being (Physical, mental, spiritual)
100
Example #1: VSH – matching individuals with jobs
No Job
 Not looking
 Not capable
 Hopeless
 Barriers to
employment
 Incarceration
 Mental health /
addiction
Life Skills
Service providers
Stability
Job <
$25k
Education
Hiring
Skills
 Multiple providers for one
service
 Information flow not always
clear
 Many possible connections
 Providers trying to overcome
obstacles
 Several companies
have jobs here
 Some clients will
peak here
 Many possible
connections
 Service providers
trying to overcome
obstacles
 Transitional
providers (Step
Industries)
Hiring
Skills
Service providers
Stability
Education
Skills
Certification
Job >
$25k
 Ariens
 Plexus
 US Venture
 Home Builders
 Silverstar
 Others
 1000s of Jobs Here –
Barriers to employment are
key to address
Transportation
Child Care
Transportation
Child Care
Stated Obstacles from Companies
Drug Use
Felonies
Motivation
Skills
Literacy
 Multiple providers for one
service
 Information flow not always
clear
 Many possible connections
 Providers trying to overcome
obstacles
• Alignment work
• Develop True North
• Determine challenge
• Improvement work
• Develop current state
• Use challenge to develop
target condition
• Iterate
• Use Local CI volunteer
coaches to coach and
facilitate this community
improvement work
• integrating with existing
QI work
101
Example #2: Kata Thinking – Nonprofit Leadership
Institute
• Non-profit executives from the
Fox Valley go through a training
course to build key skills
• Operations and continuous
improvement module integrated
kata thinking as the framework
for problem solving
• The class used the Kata in the
Classroom exercise to learn the
improvement and coaching
routines.
• The Leadership Institute offers
educational modules on critical
leadership, management,
technical and governance topics
and a Nonprofit Management
Certificate. The Institute was
planned and implemented by a
committee of nonprofit executive
directors, Fox Valley Technical
College, consultants and others
active in the nonprofit sector.
102
Example #3: Kimberly School District: GOKIM
process using kata thinking
103
GOKIM Purpose
Students will be able to……
● ID own learning gaps
● ID and apply learning behaviors/strategies to address gaps
● Understand/evaluate effectiveness and adjust if needed
Intended Results
● Shift in teacher behaviors
● More individualized learning (students pull)
● GOKIM thinking (scientific thinking) is universal problem
solving strategy
What are the students saying?
Discussion / Q&A
Summary & Conclusion
What was one of your key takeaways today?
1. Learn more about Toyota Kata
2. Try it!
3. Rinse and Repeat
Next Steps
Visit the Toyota Kata
Website…
www-
personal.umich.edu/~mrother/What_is_a_Kata.
html
Learn more about Toyota Kata
Learn more about Toyota Kata
Read the books…
Talk to the Speakers…
Learn more about Toyota Kata
Learn more about Toyota Kata
Attend the Conference…
katasummit.com
Use the promo code
“Appleton” for a
10% discount
Join the Midwest Kata Practitioners group on LinkedIn…
Learn more about Toyota Kata
Try it!!!
Start small…Don’t be afraid to struggle
Rinse and Repeat
• Learn what works and what doesn’t work
• Adjust and keep going
• Kata your Kata…
Obstacles - ???
Army of problem solvers
You are here…
• Share your experiences with Kata in the Midwest Kata
Practitioners Group on LinkedIn
• Host a “Go & See” at your organization
– Contact one of the planning team members listed on the back of your
handout if you are willing host a group
• Be a presenter at next year’s Midwest Kata Practitioner Day
Share your Kata Journey
Look for a survey in your inbox soon…

More Related Content

Similar to Midwest Kata Practitioner Day 2018 - Part 2

Being agile while standing in a waterfall
Being agile while standing in a waterfallBeing agile while standing in a waterfall
Being agile while standing in a waterfallMike Edwards
 
Lynn Davies (CDHB) & Joe Kearns (Assurity Consulting)
Lynn Davies (CDHB) & Joe Kearns (Assurity Consulting)Lynn Davies (CDHB) & Joe Kearns (Assurity Consulting)
Lynn Davies (CDHB) & Joe Kearns (Assurity Consulting)AgileNZ Conference
 
EO Accelerator San Francisco Presentation 13 Jun 2016
EO Accelerator San Francisco Presentation 13 Jun 2016 EO Accelerator San Francisco Presentation 13 Jun 2016
EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
 
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...LeanKanbanIndia
 
Six sigma and mumbai dabbawala
Six sigma and mumbai dabbawalaSix sigma and mumbai dabbawala
Six sigma and mumbai dabbawalaSandeep Mane
 
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...André Faria Gomes
 
Methodology lean IT transformation mission
Methodology   lean IT transformation missionMethodology   lean IT transformation mission
Methodology lean IT transformation missionJean-François Nguyen
 
Why Six Sigma is required?
Why Six Sigma is required?Why Six Sigma is required?
Why Six Sigma is required?Vijay Deshpande
 
The Promotion Process - A Look Back
The Promotion Process - A Look BackThe Promotion Process - A Look Back
The Promotion Process - A Look BackWilliam Burkey, MBA
 
CFW - Continuous Improvement & Lean Techniques
CFW - Continuous Improvement & Lean TechniquesCFW - Continuous Improvement & Lean Techniques
CFW - Continuous Improvement & Lean TechniquesRae Davies
 
Wuxi LST Consulting Co_Ltd_Training Program
Wuxi LST Consulting Co_Ltd_Training ProgramWuxi LST Consulting Co_Ltd_Training Program
Wuxi LST Consulting Co_Ltd_Training ProgramAndreas Brinkmann
 
Whose test is it anyway - LW&CN v0.3
Whose test is it anyway - LW&CN v0.3Whose test is it anyway - LW&CN v0.3
Whose test is it anyway - LW&CN v0.3Clinton Nobrega AMBCS
 
CDP PPT - Presentation Sample
CDP PPT - Presentation SampleCDP PPT - Presentation Sample
CDP PPT - Presentation SampleAdriane Gonzalez
 
Fixing the Foundations of Your Lean House in an Uncertain Economy
Fixing the Foundations of Your Lean House in an Uncertain EconomyFixing the Foundations of Your Lean House in an Uncertain Economy
Fixing the Foundations of Your Lean House in an Uncertain EconomySafetyChain Software
 
Work Out2008 1
Work Out2008 1Work Out2008 1
Work Out2008 1Kloretto
 
Agile ncr pramila hitachi consulting_future_coaching
Agile ncr pramila hitachi consulting_future_coachingAgile ncr pramila hitachi consulting_future_coaching
Agile ncr pramila hitachi consulting_future_coachingAgileNCR2016
 

Similar to Midwest Kata Practitioner Day 2018 - Part 2 (20)

Being agile while standing in a waterfall
Being agile while standing in a waterfallBeing agile while standing in a waterfall
Being agile while standing in a waterfall
 
Lean and 5 s
Lean and 5 sLean and 5 s
Lean and 5 s
 
Lynn Davies (CDHB) & Joe Kearns (Assurity Consulting)
Lynn Davies (CDHB) & Joe Kearns (Assurity Consulting)Lynn Davies (CDHB) & Joe Kearns (Assurity Consulting)
Lynn Davies (CDHB) & Joe Kearns (Assurity Consulting)
 
EO Accelerator San Francisco Presentation 13 Jun 2016
EO Accelerator San Francisco Presentation 13 Jun 2016 EO Accelerator San Francisco Presentation 13 Jun 2016
EO Accelerator San Francisco Presentation 13 Jun 2016
 
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...
Lean Kanban India 2019 Conference | Scrumban comes to the rescue: A Case Stud...
 
Six sigma and mumbai dabbawala
Six sigma and mumbai dabbawalaSix sigma and mumbai dabbawala
Six sigma and mumbai dabbawala
 
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...
 
Methodology lean IT transformation mission
Methodology   lean IT transformation missionMethodology   lean IT transformation mission
Methodology lean IT transformation mission
 
Why Six Sigma is required?
Why Six Sigma is required?Why Six Sigma is required?
Why Six Sigma is required?
 
IntroSCRUM
IntroSCRUMIntroSCRUM
IntroSCRUM
 
The Promotion Process - A Look Back
The Promotion Process - A Look BackThe Promotion Process - A Look Back
The Promotion Process - A Look Back
 
unit 2.ppt
unit 2.pptunit 2.ppt
unit 2.ppt
 
CFW - Continuous Improvement & Lean Techniques
CFW - Continuous Improvement & Lean TechniquesCFW - Continuous Improvement & Lean Techniques
CFW - Continuous Improvement & Lean Techniques
 
Wuxi LST Consulting Co_Ltd_Training Program
Wuxi LST Consulting Co_Ltd_Training ProgramWuxi LST Consulting Co_Ltd_Training Program
Wuxi LST Consulting Co_Ltd_Training Program
 
Whose test is it anyway - LW&CN v0.3
Whose test is it anyway - LW&CN v0.3Whose test is it anyway - LW&CN v0.3
Whose test is it anyway - LW&CN v0.3
 
Lean transformation
Lean transformationLean transformation
Lean transformation
 
CDP PPT - Presentation Sample
CDP PPT - Presentation SampleCDP PPT - Presentation Sample
CDP PPT - Presentation Sample
 
Fixing the Foundations of Your Lean House in an Uncertain Economy
Fixing the Foundations of Your Lean House in an Uncertain EconomyFixing the Foundations of Your Lean House in an Uncertain Economy
Fixing the Foundations of Your Lean House in an Uncertain Economy
 
Work Out2008 1
Work Out2008 1Work Out2008 1
Work Out2008 1
 
Agile ncr pramila hitachi consulting_future_coaching
Agile ncr pramila hitachi consulting_future_coachingAgile ncr pramila hitachi consulting_future_coaching
Agile ncr pramila hitachi consulting_future_coaching
 

Recently uploaded

Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers referencessuser2c065e
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfJamesConcepcion7
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerAggregage
 
Buy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy Verified Accounts
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMVoces Mineras
 
TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024Adnet Communications
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Peter Ward
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...ssuserf63bd7
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsKnowledgeSeed
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03DallasHaselhorst
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfRbc Rbcua
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxRakhi Bazaar
 
Supercharge Your eCommerce Stores-acowebs
Supercharge Your eCommerce Stores-acowebsSupercharge Your eCommerce Stores-acowebs
Supercharge Your eCommerce Stores-acowebsGOKUL JS
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckHajeJanKamps
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...SOFTTECHHUB
 

Recently uploaded (20)

Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers reference
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdf
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon Harmer
 
Buy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail AccountsBuy gmail accounts.pdf Buy Old Gmail Accounts
Buy gmail accounts.pdf Buy Old Gmail Accounts
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQM
 
TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024TriStar Gold Corporate Presentation - April 2024
TriStar Gold Corporate Presentation - April 2024
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applications
 
Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03Cybersecurity Awareness Training Presentation v2024.03
Cybersecurity Awareness Training Presentation v2024.03
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdf
 
WAM Corporate Presentation April 12 2024.pdf
WAM Corporate Presentation April 12 2024.pdfWAM Corporate Presentation April 12 2024.pdf
WAM Corporate Presentation April 12 2024.pdf
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
 
Corporate Profile 47Billion Information Technology
Corporate Profile 47Billion Information TechnologyCorporate Profile 47Billion Information Technology
Corporate Profile 47Billion Information Technology
 
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptxThe Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
 
Supercharge Your eCommerce Stores-acowebs
Supercharge Your eCommerce Stores-acowebsSupercharge Your eCommerce Stores-acowebs
Supercharge Your eCommerce Stores-acowebs
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deck
 
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
 

Midwest Kata Practitioner Day 2018 - Part 2

  • 1. Kata Exercise Tim Murphy Education Manager, Q&CI Oshkosh Corporation
  • 3. CI Coaching Rapid PDCA cycles (Experiments) Deliberate Practice (Coaching) 3 Current Condition Next Target Condition
  • 5. 5
  • 6.
  • 8. 8 You are here By what means… Where you want to be Ropes Chalk Carabiners Experience …
  • 9. No Direct Path to Success 9
  • 11. 11 How we need to be improving… Current Condition Next Target Condition Experiment your way forward, instead of trying to decide your way forward. You can only see the next true obstacle after you take a step. Conduct each experiment as cheaply and quickly as possible.
  • 12. How Frequent Should Continuous Improvement Be? • If you only periodically work on an improvement but the rest of the time itʼs business as usual, then what you are actually teaching is business as usual.
  • 13. Everybody, Everyday 13 The Workday Daily Responsibilities Continuous Improvement To achieve continuous improvement the improvement work should be embedded in daily work throughout the organization.
  • 14. Running Analogy You want to get better at running… Would you rather: Run 3 miles 3x week Or Run a marathon once a month 14 (36 miles/month) (26 miles/month)
  • 15. How Do You Get Better at Continuous Improvement? It is well known that it takes the following ingredients to develop new skills, habits and mindset PRACTICE Repetition COACHING Corrective feedback MASTERYOvercoming obstacles
  • 16. CICOACHINGCI Coaching with the 5-Qustion Card 16
  • 17. Next Target Condition Current Condition The LEARNER uses this tool while conducting experiments against each obstacle. The COACH asks the 5 Questions in a coaching cycle dialog, before each step (experiment) the Learner takes. Rapid PDCA Cycles with CI Coaching 17
  • 18. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 2 3 4 The Four Steps of Process Improvement
  • 19. Playing Card Challenge! Adapted from: www.katatogrow.com
  • 20. Select a Data Recorder Select a Timekeeper  Use smartphone TWO THINGS TO DO NEXT:
  • 21. TODAY'S GROUND RULES (1) "START Position" = - Must start with the entire deck - Cards face down in one stack - Hands flat on the table - No talking, you're ready to go (2) All Teams Start Together a. Instructor calls "START" b. Arrange the cards (talking allowed) c. Note the elapsed time on your form
  • 22. • Don’t write on the cards • Up to 4 players can move cards • There must be roughly equal space between rows and columns TODAY'S GROUND RULES
  • 23. LET'S ESTABLISH A BASELINE TIME FOR YOUR TEAM Record your times here Use this form
  • 24. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 15 SECONDS Step 1: UNDERSTAND THE CHALLENGE
  • 25. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 2 What was your team's last baseline time? Step 2: GRASP THE CURRENT CONDITION
  • 26. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 3 Step 3: ESTABLISH YOUR NEXT TARGET CONDITION
  • 27. What time does your team want to reach by the end of round 5? Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge LET'S DEFINE YOUR TEAM'S NEXT TARGET CONDITION We can do 5ish rounds of experimenting today
  • 28.
  • 30. DRAW YOUR TARGET CONDITION LINE ON THE 'EXPERIMENTING' FORM TC
  • 31. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 4 Step 4: CONDUCT EXPERIMENTS TO GET THERE
  • 32. HOW WE'LL EXPERIMENT 3 Minutes per Round 1. Instructor calls "START" 2. Arrange the cards 3. Note the elapsed time on your form 4. Based on what happened, discuss what you plan to do next 5. Write ideas you want to test onto the form
  • 33. (Before) Write down the next ideas you want to test (After) Write in how much the time changed compared to the last round (After) Mark the elapsed time THE EXPERIMENTING FORM What to record in each round
  • 34. Playing Card Challenge! Adapted from: www.katatogrow.com
  • 35.
  • 37. GET READY FOR THE NEXT ROUND 3 Minutes per Round 1. Instructor calls "START" 2. Arrange the cards 3. Note the elapsed time on your form 4. Discuss what you plan to do next 5. Write ideas you want to test onto the form ---------- 6. Time's up... Ask the Reflection Questions 7. Get into START Position (timekeeper raise hand)
  • 38. Playing Card Challenge! Adapted from: www.katatogrow.com
  • 39.
  • 41. Dan Rauwald Director of Engineering Simmons Knife & Saw
  • 42. Simmons KPD Highlights Company Introduction History of CI Journey Lean Project Tracking Quality Statement, Measures & Incentives Kata Integration
  • 43. Continuous Improvement Journey  August 1999 = Certified to ISO 9001-1994  2001 = Determined need to be more proactive with CI/Lean  2002 = Started integrating Lean into ISO QMS and culture  2004 = Started documenting Lean projects  2005 = Completed 1st Lean initiative  2011 = Became certified to ISO 9001-2008  2012 = Started formal Lean project tracking and “grid”  2013 = Set 1st Lean “savings” goal  September 2016 = Kata introduced and 1st associated project  2017 = Started transition to ISO 9001-2015
  • 44. Lean Project Tracking (2012-2014) 2014 Lean Savings Department # of Projects 2014 Target 2014 Savings Accounting/Finance 6.25 $ 20,000 $ 60,531 Sales/Marketing 1.45 $ 20,000 $ 54,256 HR Manufacturing 10 $ 125,000 $ 211,424 IT 1.3 $ 27,510 "Minor Initiatives" $ - Total 19 $ 165,000 $ 353,721 2013 Lean Savings Department # of Projects Lean Savings Accounting/Finance 0.8 $ 1,920 Sales/Marketing 3.2 $ 16,871 HR 1.2 $ 1,474 Manufacturing 22.8 $ 144,395 IT "Minor Initiatives" 0 $ - Total 28 $ 164,659 2013 Goal $ 165,000 2012 Lean Savings Department # of Projects Lean Savings Accounting/Finance 3 $ 19,578 Sales/Marketing 5.5 $ 19,795 HR 1 $ 480 Manufacturing 13.5 $ 66,569 IT 1 $ 16,250 Total 24 $ 122,671
  • 45. Lean Project Tracking (2015-2017) 2017 Lean Savings Department # of Projects 2017 Target 2017 Savings Accounting/Finance/IT 3 $ 20,000 $ 4,897 Sales/Marketing 1.5 $ 15,000 $ 3,180 HR Manufacturing/Engineering 24.5 $ 125,000 $ 137,181 "Minor Initiatives" $ 1,055 Total 29 $ 160,000 $ 146,312 2016 Lean Savings Department # of Projects 2016 Target 2016 Savings Accounting/Finance 1 $ 20,000 $ 3,305 Sales/Marketing 1 $ 20,000 $ 2,844 HR 1 $ 1,640 Manufacturing/Engineering 17 $ 125,000 $ 158,523 IT "Minor Initiatives" Total 20 $ 165,000 $ 166,311 2015 Lean Savings Department # of Projects 2015 Target 2015 Savings Accounting/Finance 1 $ 20,000 $ 1,060 Sales/Marketing 0.5 $ 20,000 $ 750 HR Manufacturing/Engineering 10.5 $ 125,000 $ 177,192 IT "Minor Initiatives" Total 12 $ 165,000 $ 179,002
  • 46. Lean Project Tracking (2013-2017)
  • 47. Lean Projects: 2017-18 Transition  In 2017: 5 Kata Projects (of 29 total) accounted for $54,427 savings or 37.2% of total  23 Open Projects  17 “Future” or “Idea Stage” in queue
  • 49. Quality Statement & Measures Per our Quality Statement and QMS we measure the following: 1. Continuous Improvement  Efficiency  Throughput  Scrap  Lean Projects 2. Quality Workmanship  NCR’s  Cost of Quality 3. On Time Delivery 4. Superior Customer Service  NCR’s  Customer Surveys  Customer “Landscape”
  • 50. Meeting Goals = $ Incentives We have incentives for the following and pay out monthly, quarterly, and at the year end  Revenue  On-time Delivery  Labor as a % of Sales  Cost of Quality
  • 51. Kata History – “Backward Start”  Attended daily “Lightning” Meeting  Proposed daily Butcher Cell Meeting along with Kata concepts  Met daily and used PDCA sheets to document actions, results, learning  Gave formal Kata Training to team  Defined Challenge, Current Condition, Target Condition, Obstacles
  • 52. Kata History – 1st Project TITLE: Butcher Blade Production Re: Unable to produce acceptable product at the expected throughput CHALLENGE: Produce 42,000 feet per day through entire cell START DATE: 9/29/16 STATUS: Meeting 2nd Target Condition revision… RESULTS/KEY LEARNINGS: • Helped us “eat the elephant” • Determined process and equipment capabilities • Transferred and transitioned knowledge and ownership from Engineering to Production • Support from the Top is huge • Project was too complex for 1st Kata, and initial Target Condition was too much of a stretch • Not achieving the Target Condition is ok
  • 53. Kata History – 2nd Project TITLE: Wide Blade Improvement Re: Unable to meet customer’s expectations and compete in the “wide blade” market CHALLENGE: Meet or exceed customers’ quality expectations with a Simmons MFG. blade START DATE: 10/12/16 STATUS: Working on 4th Target Condition revision, product quality has significantly improved RESULTS/KEY LEARNINGS: • Project was also complex • Current equipment can only get us so far… • Different coaches and team members can be successful • Maintaining daily experiments can be challenging when design and component manufacturing is required • Obtaining objective customer feedback on performance can be a major obstacle
  • 54. Kata History – 2nd Project
  • 55. Kata History – 2nd Project
  • 56. Kata History – 3rd Project TITLE: Stainless Steel Scallop Throughput (SSST) Re: Stainless steel scallop grinding was a significant bottleneck and extended lead-time CHALLENGE: All associated grinders are able to run at rate of 385 FPH START DATE: 10/17/16 STATUS: Working on 3rd Target Condition revision, (1) machine is able to run at 350 FPH RESULTS/KEY LEARNINGS: • $30,054 in Lean savings has been realized so far • 80/20 rule applies, low hanging fruit leaves significant work for remaining goals • Having customer orders and associated raw material can be a significant obstacle • Consistent Coaching Kata and documentation is critical • Targets can be met, but other obstacles can become apparent
  • 57. Kata History – 4th Project TITLE: Thick Carbon Steel Scallop Throughput (TCSST) Re: 700,000 FPY runs at a reduced rate of 175 FPH and increases would free up significant capacity CHALLENGE: All associated grinders are able to run at rate of 385 FPH START DATE: 12/21/16 STATUS: CHALLENGE ACHIEVED APRIL 2017!!! RESULTS/KEY LEARNINGS: • 2182 hours of capacity has been gained (rate increased by 120%) • $5,719 in Lean savings has been realized • By “luck”, the Target Condition date was appropriate • Practice makes “good” • Kata helps uncover process variables
  • 58. Kata History – 5th Project TITLE: ½” Pitch Notching Throughput (1/2 PSN) Re: 5.25 million feet is notched per year at a rate of 1260 FPH and increases would free up significant capacity CHALLENGE: Double throughput on at least one notcher START DATE: 3/20/17 STATUS: Closed project 7/24/17, creating additional capacity of 16.45 million feet (207% of CHALLENGE!) RESULTS/KEY LEARNINGS: • $11,550 in Lean savings has been realized • Die life was quantified and increased by 100% • “Outside” team members can add value to the process • Process bottlenecks will shift as improvements are made
  • 59. Kata History – 6th Project TITLE: Knife Grinding Capacity Re: 5.25million feet is ground per year (various rates) and rate increases would free up significant capacity CHALLENGE: Increase capacity by 50% START DATE: 7/20/17 STATUS: Working on 3rd Target Condition revision RESULTS/KEY LEARNINGS: • OOOPS!!! We surpassed the Challenge on 12/20/17 with a capacity increase of 81% • $7,104 in Lean savings has been realized • Process bottleneck has shifted to downstream honing • Other Lean tools can assist the process
  • 60. Kata History – 6th Project
  • 61. Kata History – 6th Project
  • 62. Kata History – Celebration and Recognition 21 Simmons Employees have been up to the CHALLENGE, Are You?
  • 63. Jill Kruschke Regional MOS/MPS Manager Modine Manufacturing Company Tony Rousseau Principle Research Engineer Modine Manufacturing Company
  • 64. Leadership Standard Work Jill Kruschke and Tony Rousseau Regional MOS/MPS Manager/Coach Modine Manufacturing Company
  • 65. Modine Manufacturing Overview Copyright© Modine Manufacturing All Rights Reserved 65 • Founded 1916 in Racine, WI • Fiscal 2017 sales of $1.5 billion • Specialize in providing innovative thermal management solutions • Design, manufacture, and test heat transfer products for a wide variety of applications and markets • Employee 11,200 people worldwide in 20 countries • Businesses – Vehicular Thermal Solutions (VTS) – Commercial and Industrial Solutions (CIS) – Building HVAC (BHVAC) FY ’17 Sales by Location $1.5B Total Americas 48% EMEA 43% Asia 9% Corporate Headquarters Racine, WI 17 locations South America Headquarters and Manufacturing Sao Paulo, Brazil European Headquarters Bonlanden, Germany 19 locations Johannesburg, South Africa (BHVAC) Asian Headquarters Shanghai, China 6 locations
  • 66. Leadership Standard Work 66 Important Urgent All of the tasks that we can choose to work on Copyright© Modine Manufacturing All Rights Reserved
  • 67. Leadership Standard Work 67 Important Urgent Safety Customer Legal Agendas Info Gaps Process Gaps Make Work Strategy Sustainability “No Problems Today……” Copyright© Modine Manufacturing All Rights Reserved
  • 69. Leadership Standard Work • Why do we migrate ? – Compliance • Do things because I have to but don’t know why I’m doing them – To fill the gaps, why don’t I know this? • Process • Information – Personal protection • It’s what the boss expects – Time constraints Urgent = Important – Stay off the radar 69 Important Urgent We always work here first Then we migrate here Safety Customer Legal Agendas Info Gaps Process Gaps Copyright© Modine Manufacturing All Rights Reserved
  • 70. Leadership Standard Work • Why important ? – Besides the obvious need to work on only the important priorities….. – Unimportant items rarely become Important, regardless of the timeframe – Important items ALWAYS become Urgent, if not addressed – Standard Work process will identify real gaps in processes, participation, and communication 70 Important Urgent We always work here first Std work reminds us to work here And will fill some gaps here Safety Customer Legal Agendas Info Gaps Process Gaps No Problems Today Sustainability Strategy Make Work Copyright© Modine Manufacturing All Rights Reserved
  • 71. Leadership Standard Work • Standard Work IS NOT…… – A way to account for 100% of time – PDP objectives, work instructions • Performance objectives will link to standard work, however – Tool to micromanage or control employees – Just a redundant checklist – A replacement for Outlook, or your appointment scheduling system 71 “…is our learning and mentoring process in action to insure everyone, regardless of position, is working on the most important today and tomorrow priorities.” • What it is…… – Stimulates us to search WHERE we need to be working to be successful – Tool for learning • Changes will be made as we learn what it takes to be successful – Supports standard work of other processes – Opportunity for mentoring (Mentor) and practicing the improvement pattern (Mentee) – Forces “why ?” understanding • Why did I do what I did and why didn’t I do what I wanted to do – Reflection backwards, focus forward – Allows for early identification of obstacles – Creates organizational “calmness” Copyright© Modine Manufacturing All Rights Reserved
  • 72. Leadership Standard Work • How much of my day should I standardize? – Work can be broken up into standard work and problem solving (trouble shooting) – At the task level we should be spending a higher % of our time in standard work 72Copyright© Modine Manufacturing All Rights Reserved
  • 73. Leadership Standard Work • What is the right cadence? – At the task level, standard work is defined Cycle-by-Cycle – At the corporate level, Quarterly is a natural cadence of work – Between those extremes there could be hourly, shift, daily, weekly or monthly cadences 73 Operator CEO Cycle Quarterly Copyright© Modine Manufacturing All Rights Reserved
  • 74. Leadership Standard Work 74 Organizes management work into a process Copyright© Modine Manufacturing All Rights Reserved
  • 75. Leadership Standard Work 75 Organizes management work into a process Doesn’t replace good business decision- making…..it should guide you to the right place, at the right time Copyright© Modine Manufacturing All Rights Reserved
  • 76. Leadership Standard Work 76 Organizes management work into a process Doesn’t replace good business decision- making…..it should guide you to the right place, at the right time The “misses” are the most important Copyright© Modine Manufacturing All Rights Reserved
  • 77. Leadership Standard Work 77 Organizes management work into a process Doesn’t replace good business decision- making…..it should guide you to the right place, at the right time The “misses” are the most important Over time – patterns emerge that you would otherwise never see Copyright© Modine Manufacturing All Rights Reserved
  • 78. Leadership Standard Work 78 Organizes management work into a process Doesn’t replace good business decision- making…..it should guide you to the right place, at the right time The “misses” are the most important Over time – patterns emerge that you would otherwise never see Always changing…….stabilize, then improve Copyright© Modine Manufacturing All Rights Reserved
  • 79. Leadership Standard Work 79 Organizes management work into a process Doesn’t replace good business decision- making…..it should guide you to the right place, at the right time The “misses” are the most important Over time – patterns emerge that you would otherwise never see Always changing…….stabilize, then improve 30 min per month, 4-5 min per day Copyright© Modine Manufacturing All Rights Reserved
  • 80. Leadership Standard Work 80 Organizes management work into a process Doesn’t replace good business decision- making…..it should guide you to the right place, at the right time The “misses” are the most important Over time – patterns emerge that you would otherwise never see Always changing…….stabilize, then improve 30 min per month, 4-5 min per day Requires complete honesty Copyright© Modine Manufacturing All Rights Reserved
  • 81. Leadership Standard Work 81 Organizes management work into a process Doesn’t replace good business decision- making…..it should guide you to the right place, at the right time The “misses” are the most important Over time – patterns emerge that you would otherwise never see Always changing…….stabilize, then improve 30 min per month, 4-5 min per day Requires complete honesty Answers (2) fundamental questions – “What should I be doing ?”, but most importantly – “What am I actually doing ?”, then leads to “WHY ?”…this requires mentoring Copyright© Modine Manufacturing All Rights Reserved
  • 82. Leadership Standard Work 82 Categorize the type of work, or timeframe – use your own personal organization preference Annually Quality Manager's Meeting Plant Manager's Meeting Quarterly Coach's Live Meeting 1 PDP Final Review PDP Objectives PDP 2nd Quarter Review Monthly Monthly Standard Work Review Regional MOS/MPS Manager Meeting Jefferson City Plant Meeting Joplin Plant Meeting Lawrenceburg Plant Meeting NLM Plant Meeting Copyright© Modine Manufacturing All Rights Reserved
  • 83. Leadership Standard Work 83 Categorize the type of work, or timeframe – use your own personal organization preference Link work tasks to performance objectives or priorities Copyright© Modine Manufacturing All Rights Reserved
  • 84. Leadership Standard Work 84 Categorize the type of work, or timeframe – use your own personal organization preference Link work tasks to performance objectives or priorities Force time for longer-range thinking and teaching (these are things that are generally Urgent, but Not Important yet) -Strategy -Mentoring Copyright© Modine Manufacturing All Rights Reserved
  • 85. Leadership Standard Work 85 Categorize the type of work, or timeframe – use your own personal organization preference Link work tasks to performance objectives or priorities Force time for longer-range thinking and teaching -Strategy -Mentoring Standard Work process starts here Copyright© Modine Manufacturing All Rights Reserved
  • 86. Leadership Standard Work 86 Categorize the type of work, or timeframe – use your own personal organization preference Link work tasks to performance objectives or priorities Force time for longer-range thinking and teaching -Strategy -Mentoring Highlight non-standard timeframe tasks for easy reference Standard Work process starts here Mentee Coaching Meetings Leeds quote process Go and Sees (Observation) Kathy/Amy Coaches Meeting Tony R Brad E Others (Quarterly) PDP Updates PDP Review Others (Annually) SP21-3 Review Guidebook Review/Updates Copyright© Modine Manufacturing All Rights Reserved
  • 87. The Analytics – A Forward Look 87 Projected Projected normal hours 176 hours Normal Std Work Prep/Post Work Excluding vacation hours 168 1.00 0.50 %of normal std work 49.15% 0.50 0.50 1.00 0.50 %excluding vacation days 51.49% 1.00 0.00 Vacation hours 8 2.00 0.00 1.75 0.00 0.50 0.08 0.50 0.08 1.00 0.00 0.00 0.00 0.00 0.00 16.00 0.00 60.25 26.25 86.50 Duration of normal event Copyright© Modine Manufacturing All Rights Reserved
  • 88. The Analytics – A Forward Look 88 Projected Projected normal hours 176 hours Normal Std Work Prep/Post Work Excluding vacation hours 168 1.00 0.50 %of normal std work 49.15% 0.50 0.50 1.00 0.50 %excluding vacation days 51.49% 1.00 0.00 Vacation hours 8 2.00 0.00 1.75 0.00 0.50 0.08 0.50 0.08 1.00 0.00 0.00 0.00 0.00 0.00 16.00 0.00 60.25 26.25 86.50 Prep/Post work attached to a normal event Copyright© Modine Manufacturing All Rights Reserved
  • 89. The Analytics – A Forward Look 89 Projected Projected normal hours 176 hours Normal Std Work Prep/Post Work Excluding vacation hours 168 1.00 0.50 %of normal std work 49.15% 0.50 0.50 1.00 0.50 %excluding vacation days 51.49% 1.00 0.00 Vacation hours 8 2.00 0.00 1.75 0.00 0.50 0.08 0.50 0.08 1.00 0.00 0.00 0.00 0.00 0.00 16.00 0.00 60.25 26.25 86.50 Copyright© Modine Manufacturing All Rights Reserved
  • 90. Leadership Standard Work Regional MOS/MPS MANAGER STANDARD WORK June2017 CURRENT CONDITION Days and times defined in standard work *Remove Regional Manager Staff Meeting *Bi-weekly meetings with Scott M removed *Add cadence coaching meeting with Scott M *Standard work cadence with Scott M removed *Add cadence meeting with Brad E *Defined cadence with Scott B ( 1st week- 1 on 1, 2nd week- SW, 3rd week-Coaching, 4th week- 1 on1) *Removed MOS chargeback team meeting TARGET CONDITION People: 3 MOS/MPS Managers, 3 Managers, 9 Directors, 8 VP's, 1 Controller, 1 ME, 1 CEO, 1 COO, 0 Plants, 2 Coaches Flow: Meetings rescheduled or canceled Cadence: Weekly and Monthly Variance: 69% of meetings I schedule are rescheduled within 1 week of original meeting People: 3 MOS/MPS Managers, 6 Managers, 10 Directors, 9 VP's, 1 Controller, 1 ME, 1 CEO, 1 COO, 1 Plant, 2 Coach's Flow: Days and times defined in standard work Cadence: Weekly and Monthly Variance: 100% of meetings I schedule are rescheduled within 1 week of original meeting OUTCOME METRICS Set up cadence meeting with Joe V Remove cadence meeting with Leeds quote mentee Meetings rescheduled or canceled 69% of meetings I schedule are rescheduled within 1 week of original meeting OUTCOME METRICS 76% attainment of standard work 58% of meetings held on day and time scheduled 76% attainment with mentors 0% attainment with mentees 85% attainment of standard work 65% of meetings held on day and time scheduled 80% attainment with mentors 80% attainment with mentees 90 Connects the improvement pattern and the mentoring cycle My personal work process…… Copyright© Modine Manufacturing All Rights Reserved
  • 91. Standard Work Mentoring Session 91 Regional MOS/MPS MANAGER STANDARD WORK June2017 CURRENT CONDITION Days and times defined in standard work *Remove Regional Manager Staff Meeting *Bi-weekly meetings with Scott M removed *Add cadence coaching meeting with Scott M *Standard work cadence with Scott M removed *Add cadence meeting with Brad E *Defined cadence with Scott B ( 1st week- 1 on 1, 2nd week- SW, 3rd week-Coaching, 4th week- 1 on1) *Removed MOS chargeback team meeting TARGET CONDITION People: 3 MOS/MPS Managers, 3 Managers, 9 Directors, 8 VP's, 1 Controller, 1 ME, 1 CEO, 1 COO, 0 Plants, 2 Coaches Flow: Meetings rescheduled or canceled Cadence: Weekly and Monthly Variance: 69% of meetings I schedule are rescheduled within 1 week of original meeting People: 3 MOS/MPS Managers, 6 Managers, 10 Directors, 9 VP's, 1 Controller, 1 ME, 1 CEO, 1 COO, 1 Plant, 2 Coach's Flow: Days and times defined in standard work Cadence: Weekly and Monthly Variance: 100% of meetings I schedule are rescheduled within 1 week of original meeting OUTCOME METRICS Set up cadence meeting with Joe V Remove cadence meeting with Leeds quote mentee Meetings rescheduled or canceled 69% of meetings I schedule are rescheduled within 1 week of original meeting OUTCOME METRICS 76% attainment of standard work 58% of meetings held on day and time scheduled 76% attainment with mentors 0% attainment with mentees 85% attainment of standard work 65% of meetings held on day and time scheduled 80% attainment with mentors 80% attainment with mentees 11 (1) What’s your target process condition? (2) What’s your current process condition? (3) What obstacle(s) is/are keeping you from reaching your TPC? (4) What is your next improvement step? (5) When can we see what we have learned? 22 33 44 55 Copyright© Modine Manufacturing All Rights Reserved
  • 92. Formula for Getting Started……….. 92 Start simple – just keep track of what you do…don’t assume that you know “What should I be doing…that I never get around to…” Reference job description Current performance objectives How would you train your replacement ? What frustrates you because you never seem to have the time? Start tracking – add items you missed as you go Be disciplined and honest, so this becomes a habit First thing open in the morning Last thing to close at the end of the day Categorize tasks into : Make decisions Produce a tangible output Get information for decision-making Get information Copyright© Modine Manufacturing All Rights Reserved
  • 93. Leadership Standard Work 93 Thank You ! Questions? Copyright© Modine Manufacturing All Rights Reserved
  • 94. Jason Schulist President Generative Local Community Institute John Schultz Principal – Mapleview Intermediate School Kimberly School District
  • 96. Kata thinking can be used in multiple settings • Business / organizational • Kata in the classroom (KiC) • Kata at home • Kata in community 96
  • 98. Conduct Experiments – Make a change and test it Grasp the Current Condition Establish the Next Qtr Target Condition Get the Challenge or AIM for the year 1 2 3 4 How to think about a problem – use improvement kata thinking! Create community alignment and community improvement 98 5 What problems must we improve in our community? Community Improvement Work Community Alignment Work T Define Excellence or True North
  • 99. Value Streams of Humanity (VSH) • Value streams are considered current condition and target condition aspects in improvement kata • In business, a value stream flows a product or service • Toyota Culture (Hoseus/Liker) discuss the Human Value Stream of employees through learning and growing • What if a community’s role is to help humanity learn and grow?? • With a community’s True North being “All community members as generative contributors to society” Riverview Gardens 99
  • 100. Value Streams of Humanity (VSH) • True North: overall community is healthy and generative • Thinking in fractals, we can break down any community into systems of value streams of humanity • Matching Individuals with jobs • Life Skills • Housing • Education (K-12, post secondary) • Well-being (Physical, mental, spiritual) 100
  • 101. Example #1: VSH – matching individuals with jobs No Job  Not looking  Not capable  Hopeless  Barriers to employment  Incarceration  Mental health / addiction Life Skills Service providers Stability Job < $25k Education Hiring Skills  Multiple providers for one service  Information flow not always clear  Many possible connections  Providers trying to overcome obstacles  Several companies have jobs here  Some clients will peak here  Many possible connections  Service providers trying to overcome obstacles  Transitional providers (Step Industries) Hiring Skills Service providers Stability Education Skills Certification Job > $25k  Ariens  Plexus  US Venture  Home Builders  Silverstar  Others  1000s of Jobs Here – Barriers to employment are key to address Transportation Child Care Transportation Child Care Stated Obstacles from Companies Drug Use Felonies Motivation Skills Literacy  Multiple providers for one service  Information flow not always clear  Many possible connections  Providers trying to overcome obstacles • Alignment work • Develop True North • Determine challenge • Improvement work • Develop current state • Use challenge to develop target condition • Iterate • Use Local CI volunteer coaches to coach and facilitate this community improvement work • integrating with existing QI work 101
  • 102. Example #2: Kata Thinking – Nonprofit Leadership Institute • Non-profit executives from the Fox Valley go through a training course to build key skills • Operations and continuous improvement module integrated kata thinking as the framework for problem solving • The class used the Kata in the Classroom exercise to learn the improvement and coaching routines. • The Leadership Institute offers educational modules on critical leadership, management, technical and governance topics and a Nonprofit Management Certificate. The Institute was planned and implemented by a committee of nonprofit executive directors, Fox Valley Technical College, consultants and others active in the nonprofit sector. 102
  • 103. Example #3: Kimberly School District: GOKIM process using kata thinking 103
  • 104. GOKIM Purpose Students will be able to…… ● ID own learning gaps ● ID and apply learning behaviors/strategies to address gaps ● Understand/evaluate effectiveness and adjust if needed
  • 105. Intended Results ● Shift in teacher behaviors ● More individualized learning (students pull) ● GOKIM thinking (scientific thinking) is universal problem solving strategy
  • 106.
  • 107.
  • 108.
  • 109.
  • 110. What are the students saying?
  • 113. What was one of your key takeaways today?
  • 114. 1. Learn more about Toyota Kata 2. Try it! 3. Rinse and Repeat Next Steps
  • 115. Visit the Toyota Kata Website… www- personal.umich.edu/~mrother/What_is_a_Kata. html Learn more about Toyota Kata
  • 116. Learn more about Toyota Kata Read the books…
  • 117. Talk to the Speakers… Learn more about Toyota Kata
  • 118. Learn more about Toyota Kata Attend the Conference… katasummit.com Use the promo code “Appleton” for a 10% discount
  • 119. Join the Midwest Kata Practitioners group on LinkedIn… Learn more about Toyota Kata
  • 120. Try it!!! Start small…Don’t be afraid to struggle
  • 121. Rinse and Repeat • Learn what works and what doesn’t work • Adjust and keep going • Kata your Kata… Obstacles - ??? Army of problem solvers You are here…
  • 122. • Share your experiences with Kata in the Midwest Kata Practitioners Group on LinkedIn • Host a “Go & See” at your organization – Contact one of the planning team members listed on the back of your handout if you are willing host a group • Be a presenter at next year’s Midwest Kata Practitioner Day Share your Kata Journey
  • 123.
  • 124. Look for a survey in your inbox soon…