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Midwest Kata Practitioner Day
January 10, 2019
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 young people
• 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
• Breakout Session
– Overview of IK/CK
– Beyond the Starter
Kata
• 15-Minute Break
• 1 Practitioner
• Morning Reflection
PM
• Keynote
• Breakout Session
– Kata Simulation
– Kata Cafe
• 15-Minute Break
• 2 Practitioners
• Summary & Conclusion
LUNCH
(60 min)
Networking
9:00 - Start
12:00 - End
1:00 - Start
4:30 - End
Let's Get Started!
Linda Mirkes
Network Manger-Business Analytics
Catalysis Inc.
Kata Practitioner Day: Improvement and
Coaching Kata Overview
Linda Mirkes
An organization’s collection of practices and principles at any
point in time is an outcome that springs from its members’
routines of thinking and behavior. Any organization’s
competitiveness, ability to adapt, and culture arise from the
routines and habits by which the people in the organizations
conduct themselves every day. It is an issue of human behavior.
Mike Rother, Toyota Kata
Behaviors Drive Outcomes
Toyota Research – 2 Questions
1. What are the unseen managerial
routines and thinking that lie behind
Toyota’s success with continuous
improvement and adaptation?
2. How can other companies develop
similar routines and thinking in their
organizations?
What does your daily improvement pattern
look like today?
WHAT ARE KATA?
They're practice routines. Kata are structured routines to practice
deliberately, especially at the beginning, so their pattern becomes a
habit and leaves you with new abilities. Kata are for learning
fundamentals that you can build on. Kata are a way of transferring skills
and developing shared abilities and mindset in a team or organization.
“Let’s begin by practicing it this way for a while”
Science + Kata = Problem Solving Skill
Combining a scientific pattern with structured practice
routines (Kata) develops effective problem solvers
By Mike Rother
The Routines of the Improvement Kata and Coaching Kata
are Practiced to Develop Scientific Mindset
WHAT KATA ARE FOR
Beginners should follow Kata exactly; not deviating from them,
so the Learner can internalize the patterns. But with increasing
proficiency each Learner can start to (within limits) develop
their own style.
Likewise, over time each organization can evolve the Kata it
began with to better suit and mesh with its culture. The original
Kata evolve into organization-specific practice routines.
Kata
Practice
To develop
foundational
skill and mindset
By Mike Rother
(1) FOLLOW: Start by repeating each
practice routine without modification, so
you can absorb its fundamental pattern.
(2) DETACH: Once the basic patterns get
habitual and you understand the 'why'
behind them, you'll start to adapt them.
HOW LONG DO YOU PRACTICE RELIGIOUSLY?
(3) FLUENCY: At this stage your actions
become natural. You can create your
own approaches to fit different
circumstances, while sticking to basic
underlying principles.
Real practice doesn't pass through these discrete stages,
but they are a useful way to depict your progression
By Mike Rother
THE IMPROVEMENT KATA MODEL
Kata1 (方) – Suffix Meaning "Way of Doing"
We found a common, scientific pattern of thinking and
behavior in Toyota managers' approach -- their 'Way of
Improving' -- and depicted it with a four-step model we
named the “Improvement Kata.”
Conduct Experiments
to get thereGrasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
1
2
3
4
The Improvement Kata model comes from research into how Toyota
manages people, which is summarized in the book “Toyota Kata”
By Mike Rother
Vision
Next
Target
Condition
Current
Condition Obstacles Challenge
CONNECTING STRATEGY & EXECUTION
Execution Strategy
Leaders establish the
organizationʼs strategic
concept (the “rallying
point” or overall direction)
Managers develop people by
coaching application practice
of the Improvement Kata in
the direction of the challenge
The role of Challenge in an organization
By Mike Rother
Value Stream Mapping
5 min.
65 min.
8 min.
55 min.
2 min.
536 min.
9 min. 15 min.
53 min.
Pacemaker Loop
Planning Loop
Grasping the Current Condition
• Flow Mapping
• Time Observations
• Standard Work
• Spaghetti Diagrams
• Data Analysis
• Going to See
Experiments
At the Current
Knowledge Threshold
Challenge
Threshold of
Knowledge
Current
Condition
ESTABLISHING TARGET CONDITIONS
Next
Target
Condition
(date)
By Mike Rother
• Break a big challenge down into
smaller goals.
• Set an easier and closer goal
that's on the way to your
challenge. When you get there
you can set the next goal.
Key Points About:
ESTABLISHING YOUR NEXT
TARGET CONDITION
By Mike Rother
Setting Short Term Target Conditions
• On the path to the overall Challenge
• Timeframe – 1 weeks to 3 months
• A condition – fast forward in time. What conditions do
you want to bring into existence? (not a solution)
• Developed initially by the learner (and team if
appropriate), but ultimately determined through
dialogue between the learner and coach
A CHALLENGE FOR THE COACH
Apparent
Certainty
The Learner should practice in a
Learning Zone, beyond their
current knowledge and skill
thresholds, yet also periodically
get a feeling of progress.
In other words, the Coach is
responsible for the Learner's
success.
Learning new skills and habits requires
an emotion of enthusiasm in the Learner
By Mike Rother
By Mike Rother
SCIENTIFIC
THINKING
Scientific thinking is a routine of intentional coordination
between what we think will happen (theory), what actually
happens (evidence), and adjusting based on what we learn
from the difference.
What we
expect
to happen
What
actually
happened
Learning
"Let'stryitandsee"
By Mike Rother
A3 Thinking/PDSA Thinking
Plan Do
StudyAdjust
Go
and
See
© John Shook, TWI, 2010 33
Understanding The
Direction/Challenge
Understanding
the Direction or
Challenge
Grasp the
Current
Condition
Establish the
Next Target
Condition
Experiment
Toward the
Target
Condition
Grasp the Current Condition
Grasp the Current Condition
Establish the Next Target Condition
Experiment Toward the Target Condition
Improvement Kata
A3/PDSA
(Manager)
THE IMPROVEMENT KATA
+ THE COACHING KATA
It’s a methodology for developing people
to meet challenges
Improvement
Kata
Coaching
Kata
Understand
the
Directionor
Challenge
Grasp the
Current
Condition
Establish
the Next
Target
Condition
Experiment
Toward the
Target
Condition
‘Executing’
Coaching
Cycles
‘Planning’ Coaching Cycles
Learner
Coach
By Mike Rother
(Manager)
THE IMPROVEMENT KATA
+ THE COACHING KATA
It’s a methodology for developing people
to meet challenges
Improvement
Kata
Coaching
Kata
Understand
the
Directionor
Challenge
Grasp the
Current
Condition
Establish
the Next
Target
Condition
Experiment
Toward the
Target
Condition
‘Executing’
Coaching
Cycles
‘Planning’ Coaching Cycles
Learner
Coach
By Mike Rother
(Manager)
THE IMPROVEMENT KATA
+ THE COACHING KATA
It’s a methodology for developing people
to meet challenges
Improvement
Kata
Coaching
Kata
Understand
the
Directionor
Challenge
Grasp the
Current
Condition
Establish
the Next
Target
Condition
Experiment
Toward the
Target
Condition
‘Executing’
Coaching
Cycles
‘Planning’ Coaching Cycles
Learner
Coach
By Mike Rother
The Learner's Storyboard
By Mike Rother
By Mike Rother
Coaching is…
“As in sports and music, practicing should be
done under periodic observation and
guidance of an experienced coach. Without
coaching we lose our way and don’t practice
the right pattern, or practice
ineffectively. Without coaching, a change in
our mindset -- in our brain's wiring -- is
unlikely to occur.”
-Mike Rother
Coaching Cycle
By Mike Rother
QUESTIONS?
Beyond the Starter Kata
Problem Solving System
KAIZEN BOARD
Problem solving develops the capability to solve problems and develops coaches
• Ideas
• Prioritization
• Resource Management
• Accountability
• Coaching Routine
KAIZEN CARD
Melissa Christman
Manager of Continuous Improvement & Training
TIDI Products
Gowntown Experiment
Developing Problem Solving & Coaching Skills
TIDI PRODUCTS, LLC
Changshu, China
Manufacturing
Tijuana, Mexico
Manufacturing
Arcadia, California
Office & DC
Neenah, Wisconsin
Manufacturing & DC
Elk Grove Village, Illinois
DC
Lake Forest, Illinois
Office
327 Total Employees - 244 Ops Team
1500 Products
1,700 Employees
3 Manufacturing Facilities & 3 Distribution Centers
Purpose: Support Caregivers. Protect Patients.
OUR PRODUCTS
Operating Room & HospitalMedical Office
Dental Office
Patient Safety
THE PROBLEM
• More problems than problem solvers
• Lack of coaches to develop problem
solvers
• Too much time spent on firefighting,
not enough time to solve problems.
“Solutions” were not sustainable.
GOWNTOWN EXPERIMENT
Objective:
To create sustainable long term
improvements without creating “work-
arounds” or adding additional burden to the
operators by developing associates’
problem solving skills and empowering
them to make daily improvements in their
processes.
Incorporate Improvement & Coaching Routines
into our everyday work processes
ROLES & RESPONSIBILITIES
AssociatesLeader Problem Solving Coach
Coaching
Transition team leader to problem solving coach and provide support
to enable daily continuous improvement.
Provides coaching and
support to frontline
associates
Problem Solvers &
Value Adders
Provides coaching and
support to problem
solving coach
Coaching
CHALLENGE
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
1
2
3
4
Step 1: Set the Challenge - Save 2 seconds per day
• Focus is on identifying obstacles and running
experiments to remove those obstacles.
“Fix what bugs you”
TRAINING
8 Forms of Waste Plan-Do-Check-Act
Step 2: Provide training
Focus on eliminating waste through rapid experimentation.
METRICS & VISUAL MANAGEMENT
Associate
Step 3: Establish metrics and create visual management
Team
Hypothesis: If we change what we measure
we can change behaviors and improve results.
GAMIFY THE SCOREBOARD
Hypothesis: Adding some fun can help drive these ideal behaviors.
• Move 1 space for each
PDCA completed.
• Net Worth $= # of seconds
saved shift
LEADER STANDARD WORK
Step 4: Establish Leader Standard Work for Problem Solving Coach
Daily Tasks
• 3rd to 1st Shift Handoff
• 1 on 1 reviews and preview
• Documentation & metrics
• Problem Solving & Operator Support
• Group Huddle
We need to create the space and time
for problem solving and problem solving support.
2 KEY TOOLS
Target
Condition
Current
Condition
1. PDCA Cycles Record
2. The Five Coaching Kata Questions
Used by the Learner
Used by the Coach
FOCUS ON EXPERIMENTATION
Target
Condition
Current
Condition
• Small Rapid Experiments Advance our Knowledge Quickly
Step 5: Begin identifying obstacles and running experiments.
Conduct Each Experiment as Cheaply and Quickly as Possible
LOW COST, RAPID EXPERIMENTATION AT TIDI
Start with tape and cardboard
LOW COST, RAPID EXPERIMENTATION AT TIDI
Brainstorm “7 ways”
LOW COST, RAPID EXPERIMENTATION AT TIDI
Just do it and try a new way
LOW COST, RAPID EXPERIMENTATION AT TIDI
When we are designing an experiment, we think: H-T-C-B-W
• Hold…before you tape…
• Tape…before you clamp…
• Clamp…before you bolt…
• Bolt…before you weld
• Weld…as your last resort
CULTURE RESULTS
• Management not always aligned
or supportive of new initiatives
• No one had time to work on
issues – associate had to just
“live with it”
• Focus on People
• Lack of accountability for
completing improvements
• Minimal support for improving
processes
• Time spent of fire-fighting
• Operators see machine as “what
I work on”
• “Engaged employees” is just talk
• Management aligned and
supporting this initiative
• Associate can take the time to
work on issues
• Focus on Process
• Accountability is built in
• Increased level of support
• Time spent on problem-solving
• Operators feel ownership and
see their machine as theirs
• “Engaged employees” has
meaning
What associates are saying:
Before Now
Associates feel engaged and are contributing!
PROBLEM SOLVING COACH’S REFLECTIONS
• I did not know what to expect going into the experiment but was
hopeful, Past history says this would be difficult due to the fact
that we didn’t have the support or authority to shut lines down to
make improvements. We have been given both the time and
authority to do this, along with the support needed to get things
done.
• I was always used to “just doing things” without preparing or
documenting things… I still need to get better at that but have
learned that it is necessary to show improvement.
• I wanted to do everything to get things done. I now realize that I
need to let people make their own choices and to do the work
that they can and to be more of a “coach” in a supporting role.
• I’m learning to better manage my time to have a more
structured schedule for my day.
• I’ve learned to just try things for experiments and to not wait for
maintenance.
• I’ve learned more about problem solving and coaching.
• I look at waste differently than I did before and recognize the
different forms more clearly.
I’ve learned that failure is OK.
VALUE STREAM MANAGER’S REFLECTIONS
• It is clear that the Gown Town Team has
made progress, even with the additional
stoppages and DT they incur for
working on problems.
• In addition to the Data, you can clearly
see the results of this experiment as
well. You can also see it on their faces
and hear it in the conversations. They
are actively engaged in “working on the
business” as opposed to simply
“working in the business”.
• These folks are really just fixing things
that “bug them”, but it has a profound
impact.
This is the type of “ground-up” continuous improvement
we need throughout our value stream!
BUSINESS RESULTS
Incorporating Improvement & Coaching Routines
into our everyday work processes creates long term, sustainable results.
Median
0
10
20
30
40
50
60
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Average Cases per Run Hour - 2018# of Cases
Gown Town
Experiment
begins
GOWN TOWN – NEXT STEPS
• Develop a “future state” for the value
stream
• Create a roadmap to continue to
spread this model across the value
stream
?
Questions
Kata Simulation
www.katatogrow.com
Purpose of this exercise:
 Introduce the four steps of the Improvement Kata.
 Recognize that any idea you have needs to be tested,
no matter how certain you might feel about it.
 Recognize the role of reflection after an experiment.
This exercise is a starting point, in one class period. The
exercise takes the following non-scientific shortcuts, which
you can use as teaching opportunities in future class periods:
In this exercise students are allowed to:
• Change more than one thing at a time.
• Get only 1 data point before designing their next experiment.
• Use a simplified reflection card that omits “obstacle.”
A classroom exercise to help
teach scientific thinking
Mike Rother
katatogrow.com
What is a
KATA?
www.katatogrow.com
A is a routine you
practice, so its pattern
becomes an automatic
habit that gives you
some new skills!
www.katatogrow.com
Today we'll practice the
pattern of the
It's a scientific routine
for achieving tough
goals
www.katatogrow.com
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
THE IMPROVEMENT KATA APPROACH
Poster
www.katatogrow.com
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
1
2
3
4
A FEW KEY POINTS
• You don't have to reach the overall challenge right away.
• The path is not predictable or straight.
• You experiment to get to the next goal,
which makes it scientific.
www.katatogrow.com
For this exercise we’ll set up 50 dominos, tip them
several times, and experiment with ways
to do it faster with high quality
www.katatogrow.com
Go ahead and set up the
dominos one time!
• Take the 50 dominos out of the bag. (save the bag!)
• Set up the dominos once, without timing it.
• Tip the dominos and see if they all fall.
• There must be space between the dominos
www.katatogrow.com
Choose a Team Name
Select a Data Recorder
 Write your team name
on the forms in the kit
Select a Timekeeper
 Each gets a stopwatch
THREE THINGS TO DO NEXT:
www.katatogrow.com
TODAY'S GROUND RULES
(1) "START Position" =
- All dominos in a pile
- Hands flat on the table
- No talking, you're ready to go
(2) All Teams Start Together
a. Instructor calls "START"
b. Set-up the dominos
c. Note the elapsed time on your form
d. Tip the Dominos and record # that fell
www.katatogrow.com
LET'S ESTABLISH A
BASELINE TIME FOR YOUR TEAM
Record your
times here
Use this
form
www.katatogrow.com
Now let's do
the four steps of
the Improvement Kata
www.katatogrow.com
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
1
Step 1:
UNDERSTAND THE CHALLENGE
30 SECONDS
Dominos set-up
All 50 tip over
www.katatogrow.com
Key Points About:
UNDERSTANDING THE CHALLENGE
• We often face challenges in life.
No need to worry, because you
don't need to get all the way
there right away!
• A challenge often even gives us
a useful sense of direction.
www.katatogrow.com
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
Step 2:
GRASP THE CURRENT CONDITION
2
What was your
team's last
baseline time?
www.katatogrow.com
• It's important to understand where
you currently are, before you set
your next goal.
• Don't pull goals randomly out of the
air. A team should feel like its goals
are meaningful.
Key Points About:
GRASPING THE CURRENT CONDITION
www.katatogrow.com
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
Step 3:
ESTABLISH YOUR NEXT
TARGET CONDITION
3
www.katatogrow.com
• Break a big challenge down into
smaller goals.
• Set an easier and closer goal
that's on the way to your
challenge. When you get there
you can set the next goal.
Key Points About:
ESTABLISHING YOUR NEXT
TARGET CONDITION
www.katatogrow.com
What domino set-up
time does your team
want to reach by the
end of today's class?
How many will tip?
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
www.katatogrow.com
We can do five (5) rounds of experimenting today
www.katatogrow.com
LET'S ASK EACH TEAM
www.katatogrow.com
DRAW YOUR TARGET CONDITION LINE
ON THE 'EXPERIMENTING' FORM
TC
www.katatogrow.com
Conduct
Experiments
to get there
Grasp the
Current
Condition
Establish
your Next
Target
Condition
Get the
Direction or
Challenge
Step 4:
CONDUCT EXPERIMENTS
TO GET THERE
4
www.katatogrow.com
• You never know in advance exactly
how you will achieve a goal.
• We need to test the ideas we have.
A good way to reach a goal is to
experiment rapidly. Try something,
see what happens, and then adjust
based on what you learn.
• To learn from an experiment you
should write down what you expect
and what actually happens, so you
can compare those two things.
Key Points About:
EXPERIMENTING TO GET THERE
www.katatogrow.com
HOW WE'LL EXPERIMENT
Three Steps, and 3 Minutes per Experimenting Round
1) Instructor calls "START"
- Set up the dominos
- Note the elapsed time on your form
- Tip the dominos and note how many tipped
2) Based on what happened, discuss what
you plan to do next. Write the ideas you
want to test onto the form.
3) Then we’ll ask one team the
reflection questions on the card.
www.katatogrow.com
(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
www.katatogrow.com
PLEASE PLAN YOUR FIRST EXPERIMENT
Write the ideas you want to test next
on your 'Experimenting' form
Write down
the ideas you
want to test
www.katatogrow.com
www.katatogrow.com
-- HAVE YOUR CARD READY --
After each experimenting round we'll ask
one team this pattern of Reflection Questions
www.katatogrow.com
-- NEXT EXPERIMENT --
Please get into starting position – round 1
• Instructor calls "START"
Set up the Dominos
Note the elapsed time on your form
Tip the dominos and write down how many
tipped
• Teams discuss what they plan to do next
Write ideas you want to test on the form
• Time's up... ask the Reflection Questions!
www.katatogrow.com
(Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
www.katatogrow.com
-- NEXT EXPERIMENT --
Please get into starting position – round 2
• Instructor calls "START"
Set up the Dominos
Note the elapsed time on your form
Tip the dominos and write down how many
tipped
• Teams discuss what they plan to do next
Write ideas you want to test on the form
• Time's up... ask the Reflection Questions!
www.katatogrow.com
(Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
www.katatogrow.com
-- NEXT EXPERIMENT --
Please get into starting position – round 3
• Instructor calls "START"
Set up the Dominos
Note the elapsed time on your form
Tip the dominos and write down how many
tipped
• Teams discuss what they plan to do next
Write ideas you want to test on the form
• Time's up... ask the Reflection Questions!
www.katatogrow.com
(Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
www.katatogrow.com
-- NEXT EXPERIMENT --
Please get into starting position – round 4
• Instructor calls "START"
Set up the Dominos
Note the elapsed time on your form
Tip the dominos and write down how many
tipped
• Teams discuss what they plan to do next
Write ideas you want to test on the form
• Time's up... ask the Reflection Questions!
www.katatogrow.com
(Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
www.katatogrow.com
-- NEXT EXPERIMENT --
Please get into starting position – round 5
• Instructor calls "START"
Set up the Dominos
Note the elapsed time on your form
Tip the dominos and write down how many
tipped
• Teams discuss what they plan to do next
Write ideas you want to test on the form
• Time's up... ask the Reflection Questions!
www.katatogrow.com
(Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
www.katatogrow.com
TIME TO REFLECT
One student asks one other student the Reflection
Questions. Everyone follow along with their own card.
www.katatogrow.com
NOW GO BACK TO THE “NEXT EXPERIMENT” SLIDE
What are the four steps
of the Improvement Kata
approach?
Where else can we use
the pattern of the Improvement
Kata?
www.katatogrow.com
A REFERENCE CARD
on the back of your Reflection Card
www.katatogrow.com
www.katatogrow.com
Kata Cafe
Kata Cafe
1. Set up a Personal Kanban
• This is intentional. It is meant to be the least structure
necessary for a coherent and productive meeting. No more,
no less.
• In this Personal Kanban we have the items to discuss, what
we are currently discussing, and the discussed columns.
• This provides a structure for the conversation. Next we
populate it
Kata Cafe
2. What to Discuss
• People add in their own topics. People all get pads of post-it
notes and a pen. They then start to add their topics for
conversation into the “to discuss” column. These can be
literally whatever people want to discuss or follow a theme.
Right now, we want to encourage as many unique ideas as
we can.
• When the ideas start reach a certain point (an you’ll be the
best judge of when that is), each topic gets a 1 to 2 sentence
introduction. This way people know what to vote for.
Kata Cafe
3. Vote and Talk
• Each participant gets two votes. You can vote twice for the
same thing or for two different topics. Simple put a dot on
the sticky you are interested in. Tally the dots. Then you are
ready to have a conversation.
• The power here is that you now have a list of topics
everyone at the table is interested in and is motivated to
discuss for real.
John Schultz
Director of Student Improvement
Kimberly Area School District
Kimberly Kata
Current State
John Schultz, Director of Student Improvement
2017-18 Expected Results
● Shift in teacher behaviors
● More individualized learning (students pull)
● GOKIM thinking (scientific thinking) is universal problem
solving strategy
2017-18 Expected Results
● Shift in teacher behaviors
● More individualized learning (students pull)
● GOKIM thinking (scientific thinking) is universal problem
solving strategy
*Still made progress...as seen in results later
District Vision
Kata in practice….
TOOL THINKING
Daily Lesson (Embedded Thinking)
● What do I need to learn (today)?
● Where am I now (compared to where I need to be)?
● What do I need to do?
● How will I know I was successful (or not)?
● What do I need to do next?
Who Knows Their Why...and Selects the Strategy
(4K-4) Agency: Students noticing and pulling for their learning (internal)
(5-6) GOKIM: Student problem solving embedded in daily lesson.
(7-8) Know/Act: Students know expectation, understand GAP and make a plan.
Success
● Clarity with
expectations - target
condition
● Pilot areas increased
performance
● Highest overall
performance on
public measure to
date
Barriers
● Measures -
○ What are correct measures of success?
○ Can we measure proficiency daily?
● Managing the Variability
○ Language of Teachers
○ Language of Students
● The tool is not the end game (mentality)
Jason Schulist
President
Generative Local Community Institute
Kata Practitioner Day
Kata in the Community
Jason Schulist,
President, Generative Local Community Institute
Jan 10, 2019
136
All Skills (including community
problem solving) need…
How to Think About a Community Issue
or Goal
137
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
2
1
3
4
What community
issues must we
address?
Community Improvement Work
Community Alignment
Work
T
Define
Excellence or
True North
Adapted from Mike Rother, Toyota Kata
Non-profit example of Alignment - (CI)2
138
Get the
Challenge or
AIM for the
year
1
Alignment Work
T
Define
Excellence or
True North
Adapted from Mike Rother, Toyota Kata
• Group of Continuous Improvement
(CI) coaches (45) who want to
help our community
• Co-created vision (True North)
• Every non-profit in NE Wisconsin
leverages continuous
improvement to increase their
community impact.
• Developed 2 challenges by Dec 31
2018
• Fill a coaching request in 60 days
• 50 non-profits actively using
continuous improvement
www.cisquared.org
How to Think About an Issue or Goal
139
Conduct
Experiments –
Make a
change and
test it
Grasp the
Current
Condition
Establish
the Next
Qtr Target
Condition
2
3
4
Improvement Work Adapted from Mike Rother, Toyota Kata
Prepared by: Jen Arnold Date: 10/16/18 Target Condition will be achieved by: 11/16/18
Target Condition Current Condition Obstacles
Healthy coach/non profit relationships is defined Healthy coach non/profit relationship is undefined bumping up against holidays, so VOC may be difficult to get
Six monthly updates on CI Squared website coaches dashboard. Eight monthly updates on CI Squared website coaches dashboard.
Way to measure the healthy coach/non profit relationship is defined no way to measure healthy coach / non profit relationship
Healthy coach/non profit relationships measured no baseline for healthy coach / non profit relationship
Coaching Guardrails available on CI Squared website coaches dashboard under
Coaches Standard Work
Coaching Guardrails available on CI Squared website coaches dashboard under
Coaches Standard Work
NFP List spreadsheet under Contacts on Google Drive lists 32 non profits with
16 lead coaches
NFP List spreadsheet under Contacts on Google Drive lists 32 non profits with
16 lead coaches
Understand who updates each and on what cadence. We do not understand who updates each spreadsheet and on what cadence.
CI Coaches Team List under Contacts on Google Drive doesn't match the NFP
List (36 active, 9 inactive, 3 prospective).
CI Coaches Team List under Contacts on Google Drive doesn't match the NFP
List (36 active, 9 inactive, 3 prospective).
Members Directory on CI Squared website lists 27 coaches Members Directory on CI Squared website lists 27 coaches
data on 3 spreadsheets have different coach numbers data on 3 spreadsheets have different coach numbers
Target Condition / Current Condition / Obstacles
Truth North: Our Mission - Provide coaching, mentoring, and continuous improvement support to NE Wisconsin non-profits so that we achieve our community impact objectives.
Challenge: 50% coach/non profit relationships are healthy by March 2019 POINT Session.
Date: 10/23/18
Next Step
Exp/Info
E or I
Expected Outcome Actual Outcome Learning
reach out to our nonprofits for VOC
feedback
I
VOC from non-profits to help define
a healthy relationship
OHP gave feedback via e-mail, and the
information helped. Jason spoke with Cap
Services, and they gave him good feedback to
help define a healthy relationship. Tonya
will meet with Fox Cities Volunteer Center
on Thursday.
Asked about unhealthy relationships
and it gave good insight for a healthy
relationship. Face-to-face is
challenging to get VOC.
share all the feedback including our own
self-reflection with Jen
E
rough draft of healthy coach/non
profit relationship - Jen to compile
4. Act / Adjust
Process Metric:
bumping up against holidays, so VOC may be difficult to get
1. Plan
R
U
N
T
H
E
E
X
P
E
R
I
M
E
N
T
2. Do 3. Check C3
Oppty
Y or N
Obstacle:
RECORD OF PDCA CYCLES
Prepared by: Jen Arnold Aspect of the Target Condition:
Healthy coach/non profit relationships is defined
How to Think About an Issue or Goal
140
Conduct
Experiments –
Make a
change and
test it
Grasp the
Current
Condition
Establish
the Next
Qtr Target
Condition
2
3
4
Improvement Work Adapted from Mike Rother, Toyota Kata
 Partnership with Institute for Healthcare
Improvement (IHI) to teach Continuous
Improvement (CI) tools to orgs in the region
 Six Learning Sessions over the course of 18-
months. Monthly all-team calls  monthly action
group calls (Feb 2017 – Sep 2017).
 Local CI Coaches from companies across the
region
 4 Action Groups currently convening, using CI
tools, and paired with local CI coaches to explore
and align collective action in jobs, trauma
informed approaches, housing, and life skills.
Brief Overview of POINT
141
UCL
LCL
2.0
4.0
6.0
8.0
10.0
12.0
14.0
1990
1995
1996
1997
1998
1999
2000
2001
2003
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
WI Poverty Rate
UCL
LCL
2.0
4.0
6.0
8.0
10.0
12.0
14.0
1989
1990
1993
1995
1997
1998
1999
2000
2001
2003
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Brown County Poverty Rate
UCL
LCL
2.0
4.0
6.0
8.0
10.0
12.0
14.0
1989
1990
1993
1995
1997
1998
1999
2000
2001
2003
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Outagamie County Poverty Rate
UCL
LCL
2.0
4.0
6.0
8.0
10.0
12.0
14.0
1989
1990
1993
1995
1997
1998
1999
2000
2001
2003
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Winnebago County Poverty Rate
Poverty rates 2009-2013 have not
decreased despite investment in our
region
142
How to Think About a Community Issue
or Goal
143
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
2
1
3
4
What community
issues must we
address?
Community Improvement Work
Community Alignment
Work
T
Define
Excellence or
True North
Adapted from Mike Rother, Toyota Kata
Get the
Challenge
or AIM for
the year
2
3
How to think about a problem –
Matching individuals with jobs
144
Every household has financial
stability and jobs in the
region are filled
AIM #1 - 25% reduction in
100% poverty for female head
of households (renter/owner)
by July 2019.
T
Define
Excellence
or True
North
2 T
Define
Excellence
or True
North
Below 100% Poverty level: (2016)
8023 female households (HH) – 27.8%
of all FHOH
0
500
1000
1500
2000
2500
3000
3500
Brown Outagamie Winnebago Waupaca Shawano Calumet Oconto
# of female households below poverty by type of work
no work
part time
full time
57%54%65%
50%61%
51%
51%
23%27%30% 26%25%27%31%
% of FHOH
Below
Poverty
Can we find them?
How many are the action group teams serving?
Use our data plan to identify the group
Prepared by: Jason Schulist Date: 11/7/2018 Target Condition will be achieved by: 12/31/2018
Target Condition Aspects Current Condition Obstacles
All action groups members understand the # of
FHOH 100% poverty they serve
75% of action group members understand the #
of FHOH 100% poverty they serve
100 women FHOH 100% Poverty are identified
to get out of 100% poverty
10 women have been identified
Community Awareness of the FHOH 100%
poverty endeavor (need more clarity here)
not much community awareness
Service providers (this group or more?) are
acting as a community support group for FHOH
Service providers are acting as a support group
for FHOH
One scenario is develeoped and communicated
related to the issues of FHOH 100% poverty
One scenario is started
Benefits cliff is understood for FHOH 100%
poverty (targeted to key influencers;
countermeasures are defined)
Benefits cliff is not understood no team developed to explore this
Target Condition / Current Condition / Obstacles - FHOH Jobs Team
Truth North: Every household has financial stability and jobs in the region are filled
Challenge: 25% reduction in 100% poverty for female head of households by July 2019
How to Think About an Issue or Goal
146
Conduct
Experiments –
Make a
change and
test it
Grasp the
Current
Condition
Establish
the Next
Qtr Target
Condition
2
3
4
Improvement Work Adapted from Mike Rother, Toyota Kata
Date: 10/10
Proposed Experiment / Next Step
Exp/Info
E or I
What do you expect will happen?
What actually happened?
(Actual Outcome)
Learning
Solidify a speaker to present at the POINT
council meeting E
Key influencers will be clear on how
big of an opportunity this is; the size
of the problem will be evident to the
council
Amanda Stuck came to the meeting to
educate the council; influencers are
clear and still not clear on how big of a
problem this is
created the will at the leadership level;
working with Josh is awesome; she
validated what we were hearing from the
action groups; there's no strong data on
the depth of the problem
Draft a co-signed email between Josh and
Lynn to go to the action groups and other
invites E
We will have a date and a meeting
between 10-20 (geographical,
employers, non-profits)
3. Study
Obstacle:
RECORD OF PDSA CYCLES - SAFE TO FAIL EXPERIMENTS - FHOH 100% POVERTY
Prepared by: Lynn Coriano Aspect of the Target Condition:
Truth North: Every household has financial stability and jobs in the region are
filled
Benefits cliff is understood for FHOH 100% poverty (targeted to key
influencers; countermeasures are defined)
Partners on PDSA: CAP Services
4. Act / Adjust
1. Plan
R
U
N
T
H
E
S
A
F
E
T
O
F
A
I
L
E
X
P
E
R
I
M
E
N
T
2. Do
How to Think About an Issue or Goal
147
Conduct
Experiments –
Make a
change and
test it
Grasp the
Current
Condition
Establish
the Next
Qtr Target
Condition
2
3
4
Improvement Work Adapted from Mike Rother, Toyota Kata
Human Value Stream – Toyota’s
approach to developing employees
 Toyota Culture (Hoseus/Liker) discusses that
creating value for the customer does not
create value for the employee
 So how do humans accrete value?
 Through their own learning and growth
 The Human Value Stream of employees
approach proposes that employees gain value
through their own learning and growth
 Employees can do this through building and
using their problem solving skill
148
Value for Customer Value for Employee Value for Customer Value for Employee
How to Think About a Community Issue or Goal
149
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
2
1
3
4
What issues must we
address in our
community?
Community Improvement Work
Community Alignment Work
T
Define
Excellence or
True North
Adapted from Mike Rother, Toyota Kata
Example VSH version 1 – Matching
Individuals with Jobs (POINT)
150
Version 2 planned for Q1 2019
Poverty rates have gone down significantly
in the region (Appleton – 5.21%)
2017 – Appleton is the 5th lowest metro area in the country! At 5.21%
6.0
7.0
8.0
9.0
10.0
11.0
12.0
13.0
198919911993199519971999200120032005200720092011201320152017
% Poverty Brown County
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
12.0
1989
1991
1993
1995
1997
1999
2001
2003
2005
2007
2009
2011
2013
2015
2017
% Poverty Outagamie County
5.0
6.0
7.0
8.0
9.0
10.0
11.0
12.0
13.0
198919911993199519971999200120032005200720092011201320152017
% of Poverty Winnebago
6.0
7.0
8.0
9.0
10.0
11.0
12.0
13.0
14.0
15.0
1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016
% poverty WI
151
CI Squared = Continuous Improvement *
Community Impact = Accelerated
Community Outcomes
to 45 volunteer Coaches!!
Supporting Oshkosh, Fox Cities,
and Green Bay
From 3 volunteer
Coaches
ASK: We are always looking
for CI coaches who can help
our community – Volunteer
and make a difference!
www.cisquared.org
CI Squared = Continuous Improvement *
Community Impact = Accelerated
Community Outcomes
Questions???
schulistj@gmail.com
Jason@genlocal.org
www.cisquared.org
www.genlocal.org
Summary & Conclusion
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/W
hat_is_a_Kata.html
Learn more about Toyota Kata
Learn more about Toyota Kata
Read the book…
Talk to the Speakers…
Learn more about Toyota Kata
Learn more about Toyota Kata
Attend the Conference…
katasummit.com
All the materials are available at:
www.katatogrow.com
Run the Kata in the Classroom exercise…
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…
Look for a survey in your inbox soon…

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Midwest Kata Practitioner Day 2019

  • 1. Midwest Kata Practitioner Day January 10, 2019
  • 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 young people • 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 • Breakout Session – Overview of IK/CK – Beyond the Starter Kata • 15-Minute Break • 1 Practitioner • Morning Reflection PM • Keynote • Breakout Session – Kata Simulation – Kata Cafe • 15-Minute Break • 2 Practitioners • Summary & Conclusion LUNCH (60 min) Networking 9:00 - Start 12:00 - End 1:00 - Start 4:30 - End
  • 12. Linda Mirkes Network Manger-Business Analytics Catalysis Inc.
  • 13. Kata Practitioner Day: Improvement and Coaching Kata Overview Linda Mirkes
  • 14. An organization’s collection of practices and principles at any point in time is an outcome that springs from its members’ routines of thinking and behavior. Any organization’s competitiveness, ability to adapt, and culture arise from the routines and habits by which the people in the organizations conduct themselves every day. It is an issue of human behavior. Mike Rother, Toyota Kata Behaviors Drive Outcomes
  • 15. Toyota Research – 2 Questions 1. What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and adaptation? 2. How can other companies develop similar routines and thinking in their organizations?
  • 16. What does your daily improvement pattern look like today?
  • 17. WHAT ARE KATA? They're practice routines. Kata are structured routines to practice deliberately, especially at the beginning, so their pattern becomes a habit and leaves you with new abilities. Kata are for learning fundamentals that you can build on. Kata are a way of transferring skills and developing shared abilities and mindset in a team or organization. “Let’s begin by practicing it this way for a while” Science + Kata = Problem Solving Skill Combining a scientific pattern with structured practice routines (Kata) develops effective problem solvers By Mike Rother
  • 18. The Routines of the Improvement Kata and Coaching Kata are Practiced to Develop Scientific Mindset WHAT KATA ARE FOR Beginners should follow Kata exactly; not deviating from them, so the Learner can internalize the patterns. But with increasing proficiency each Learner can start to (within limits) develop their own style. Likewise, over time each organization can evolve the Kata it began with to better suit and mesh with its culture. The original Kata evolve into organization-specific practice routines. Kata Practice To develop foundational skill and mindset By Mike Rother
  • 19. (1) FOLLOW: Start by repeating each practice routine without modification, so you can absorb its fundamental pattern. (2) DETACH: Once the basic patterns get habitual and you understand the 'why' behind them, you'll start to adapt them. HOW LONG DO YOU PRACTICE RELIGIOUSLY? (3) FLUENCY: At this stage your actions become natural. You can create your own approaches to fit different circumstances, while sticking to basic underlying principles. Real practice doesn't pass through these discrete stages, but they are a useful way to depict your progression By Mike Rother
  • 20.
  • 21.
  • 22. THE IMPROVEMENT KATA MODEL Kata1 (方) – Suffix Meaning "Way of Doing" We found a common, scientific pattern of thinking and behavior in Toyota managers' approach -- their 'Way of Improving' -- and depicted it with a four-step model we named the “Improvement Kata.” Conduct Experiments to get thereGrasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 2 3 4 The Improvement Kata model comes from research into how Toyota manages people, which is summarized in the book “Toyota Kata” By Mike Rother
  • 23. Vision Next Target Condition Current Condition Obstacles Challenge CONNECTING STRATEGY & EXECUTION Execution Strategy Leaders establish the organizationʼs strategic concept (the “rallying point” or overall direction) Managers develop people by coaching application practice of the Improvement Kata in the direction of the challenge The role of Challenge in an organization By Mike Rother
  • 24. Value Stream Mapping 5 min. 65 min. 8 min. 55 min. 2 min. 536 min. 9 min. 15 min. 53 min. Pacemaker Loop Planning Loop
  • 25. Grasping the Current Condition • Flow Mapping • Time Observations • Standard Work • Spaghetti Diagrams • Data Analysis • Going to See
  • 26. Experiments At the Current Knowledge Threshold Challenge Threshold of Knowledge Current Condition ESTABLISHING TARGET CONDITIONS Next Target Condition (date) By Mike Rother
  • 27. • Break a big challenge down into smaller goals. • Set an easier and closer goal that's on the way to your challenge. When you get there you can set the next goal. Key Points About: ESTABLISHING YOUR NEXT TARGET CONDITION By Mike Rother
  • 28. Setting Short Term Target Conditions • On the path to the overall Challenge • Timeframe – 1 weeks to 3 months • A condition – fast forward in time. What conditions do you want to bring into existence? (not a solution) • Developed initially by the learner (and team if appropriate), but ultimately determined through dialogue between the learner and coach
  • 29. A CHALLENGE FOR THE COACH Apparent Certainty The Learner should practice in a Learning Zone, beyond their current knowledge and skill thresholds, yet also periodically get a feeling of progress. In other words, the Coach is responsible for the Learner's success. Learning new skills and habits requires an emotion of enthusiasm in the Learner By Mike Rother
  • 31. SCIENTIFIC THINKING Scientific thinking is a routine of intentional coordination between what we think will happen (theory), what actually happens (evidence), and adjusting based on what we learn from the difference. What we expect to happen What actually happened Learning "Let'stryitandsee" By Mike Rother
  • 32. A3 Thinking/PDSA Thinking Plan Do StudyAdjust Go and See
  • 33. © John Shook, TWI, 2010 33 Understanding The Direction/Challenge Understanding the Direction or Challenge Grasp the Current Condition Establish the Next Target Condition Experiment Toward the Target Condition Grasp the Current Condition Grasp the Current Condition Establish the Next Target Condition Experiment Toward the Target Condition Improvement Kata A3/PDSA
  • 34. (Manager) THE IMPROVEMENT KATA + THE COACHING KATA It’s a methodology for developing people to meet challenges Improvement Kata Coaching Kata Understand the Directionor Challenge Grasp the Current Condition Establish the Next Target Condition Experiment Toward the Target Condition ‘Executing’ Coaching Cycles ‘Planning’ Coaching Cycles Learner Coach By Mike Rother
  • 35. (Manager) THE IMPROVEMENT KATA + THE COACHING KATA It’s a methodology for developing people to meet challenges Improvement Kata Coaching Kata Understand the Directionor Challenge Grasp the Current Condition Establish the Next Target Condition Experiment Toward the Target Condition ‘Executing’ Coaching Cycles ‘Planning’ Coaching Cycles Learner Coach By Mike Rother
  • 36. (Manager) THE IMPROVEMENT KATA + THE COACHING KATA It’s a methodology for developing people to meet challenges Improvement Kata Coaching Kata Understand the Directionor Challenge Grasp the Current Condition Establish the Next Target Condition Experiment Toward the Target Condition ‘Executing’ Coaching Cycles ‘Planning’ Coaching Cycles Learner Coach By Mike Rother
  • 39. Coaching is… “As in sports and music, practicing should be done under periodic observation and guidance of an experienced coach. Without coaching we lose our way and don’t practice the right pattern, or practice ineffectively. Without coaching, a change in our mindset -- in our brain's wiring -- is unlikely to occur.” -Mike Rother
  • 44. KAIZEN BOARD Problem solving develops the capability to solve problems and develops coaches • Ideas • Prioritization • Resource Management • Accountability • Coaching Routine
  • 46. Melissa Christman Manager of Continuous Improvement & Training TIDI Products
  • 47. Gowntown Experiment Developing Problem Solving & Coaching Skills
  • 48. TIDI PRODUCTS, LLC Changshu, China Manufacturing Tijuana, Mexico Manufacturing Arcadia, California Office & DC Neenah, Wisconsin Manufacturing & DC Elk Grove Village, Illinois DC Lake Forest, Illinois Office 327 Total Employees - 244 Ops Team 1500 Products 1,700 Employees 3 Manufacturing Facilities & 3 Distribution Centers Purpose: Support Caregivers. Protect Patients.
  • 49. OUR PRODUCTS Operating Room & HospitalMedical Office Dental Office Patient Safety
  • 50. THE PROBLEM • More problems than problem solvers • Lack of coaches to develop problem solvers • Too much time spent on firefighting, not enough time to solve problems. “Solutions” were not sustainable.
  • 51. GOWNTOWN EXPERIMENT Objective: To create sustainable long term improvements without creating “work- arounds” or adding additional burden to the operators by developing associates’ problem solving skills and empowering them to make daily improvements in their processes. Incorporate Improvement & Coaching Routines into our everyday work processes
  • 52. ROLES & RESPONSIBILITIES AssociatesLeader Problem Solving Coach Coaching Transition team leader to problem solving coach and provide support to enable daily continuous improvement. Provides coaching and support to frontline associates Problem Solvers & Value Adders Provides coaching and support to problem solving coach Coaching
  • 53. CHALLENGE Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 2 3 4 Step 1: Set the Challenge - Save 2 seconds per day • Focus is on identifying obstacles and running experiments to remove those obstacles. “Fix what bugs you”
  • 54. TRAINING 8 Forms of Waste Plan-Do-Check-Act Step 2: Provide training Focus on eliminating waste through rapid experimentation.
  • 55. METRICS & VISUAL MANAGEMENT Associate Step 3: Establish metrics and create visual management Team Hypothesis: If we change what we measure we can change behaviors and improve results.
  • 56. GAMIFY THE SCOREBOARD Hypothesis: Adding some fun can help drive these ideal behaviors. • Move 1 space for each PDCA completed. • Net Worth $= # of seconds saved shift
  • 57. LEADER STANDARD WORK Step 4: Establish Leader Standard Work for Problem Solving Coach Daily Tasks • 3rd to 1st Shift Handoff • 1 on 1 reviews and preview • Documentation & metrics • Problem Solving & Operator Support • Group Huddle We need to create the space and time for problem solving and problem solving support.
  • 58. 2 KEY TOOLS Target Condition Current Condition 1. PDCA Cycles Record 2. The Five Coaching Kata Questions Used by the Learner Used by the Coach
  • 59. FOCUS ON EXPERIMENTATION Target Condition Current Condition • Small Rapid Experiments Advance our Knowledge Quickly Step 5: Begin identifying obstacles and running experiments. Conduct Each Experiment as Cheaply and Quickly as Possible
  • 60. LOW COST, RAPID EXPERIMENTATION AT TIDI Start with tape and cardboard
  • 61. LOW COST, RAPID EXPERIMENTATION AT TIDI Brainstorm “7 ways”
  • 62. LOW COST, RAPID EXPERIMENTATION AT TIDI Just do it and try a new way
  • 63. LOW COST, RAPID EXPERIMENTATION AT TIDI When we are designing an experiment, we think: H-T-C-B-W • Hold…before you tape… • Tape…before you clamp… • Clamp…before you bolt… • Bolt…before you weld • Weld…as your last resort
  • 64. CULTURE RESULTS • Management not always aligned or supportive of new initiatives • No one had time to work on issues – associate had to just “live with it” • Focus on People • Lack of accountability for completing improvements • Minimal support for improving processes • Time spent of fire-fighting • Operators see machine as “what I work on” • “Engaged employees” is just talk • Management aligned and supporting this initiative • Associate can take the time to work on issues • Focus on Process • Accountability is built in • Increased level of support • Time spent on problem-solving • Operators feel ownership and see their machine as theirs • “Engaged employees” has meaning What associates are saying: Before Now Associates feel engaged and are contributing!
  • 65. PROBLEM SOLVING COACH’S REFLECTIONS • I did not know what to expect going into the experiment but was hopeful, Past history says this would be difficult due to the fact that we didn’t have the support or authority to shut lines down to make improvements. We have been given both the time and authority to do this, along with the support needed to get things done. • I was always used to “just doing things” without preparing or documenting things… I still need to get better at that but have learned that it is necessary to show improvement. • I wanted to do everything to get things done. I now realize that I need to let people make their own choices and to do the work that they can and to be more of a “coach” in a supporting role. • I’m learning to better manage my time to have a more structured schedule for my day. • I’ve learned to just try things for experiments and to not wait for maintenance. • I’ve learned more about problem solving and coaching. • I look at waste differently than I did before and recognize the different forms more clearly. I’ve learned that failure is OK.
  • 66. VALUE STREAM MANAGER’S REFLECTIONS • It is clear that the Gown Town Team has made progress, even with the additional stoppages and DT they incur for working on problems. • In addition to the Data, you can clearly see the results of this experiment as well. You can also see it on their faces and hear it in the conversations. They are actively engaged in “working on the business” as opposed to simply “working in the business”. • These folks are really just fixing things that “bug them”, but it has a profound impact. This is the type of “ground-up” continuous improvement we need throughout our value stream!
  • 67. BUSINESS RESULTS Incorporating Improvement & Coaching Routines into our everyday work processes creates long term, sustainable results. Median 0 10 20 30 40 50 60 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Average Cases per Run Hour - 2018# of Cases Gown Town Experiment begins
  • 68. GOWN TOWN – NEXT STEPS • Develop a “future state” for the value stream • Create a roadmap to continue to spread this model across the value stream
  • 71. www.katatogrow.com Purpose of this exercise:  Introduce the four steps of the Improvement Kata.  Recognize that any idea you have needs to be tested, no matter how certain you might feel about it.  Recognize the role of reflection after an experiment. This exercise is a starting point, in one class period. The exercise takes the following non-scientific shortcuts, which you can use as teaching opportunities in future class periods: In this exercise students are allowed to: • Change more than one thing at a time. • Get only 1 data point before designing their next experiment. • Use a simplified reflection card that omits “obstacle.”
  • 72. A classroom exercise to help teach scientific thinking Mike Rother katatogrow.com
  • 74. A is a routine you practice, so its pattern becomes an automatic habit that gives you some new skills! www.katatogrow.com
  • 75. Today we'll practice the pattern of the It's a scientific routine for achieving tough goals www.katatogrow.com
  • 76. 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 THE IMPROVEMENT KATA APPROACH Poster www.katatogrow.com
  • 77. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 2 3 4 A FEW KEY POINTS • You don't have to reach the overall challenge right away. • The path is not predictable or straight. • You experiment to get to the next goal, which makes it scientific. www.katatogrow.com
  • 78. For this exercise we’ll set up 50 dominos, tip them several times, and experiment with ways to do it faster with high quality www.katatogrow.com
  • 79. Go ahead and set up the dominos one time! • Take the 50 dominos out of the bag. (save the bag!) • Set up the dominos once, without timing it. • Tip the dominos and see if they all fall. • There must be space between the dominos www.katatogrow.com
  • 80. Choose a Team Name Select a Data Recorder  Write your team name on the forms in the kit Select a Timekeeper  Each gets a stopwatch THREE THINGS TO DO NEXT: www.katatogrow.com
  • 81. TODAY'S GROUND RULES (1) "START Position" = - All dominos in a pile - Hands flat on the table - No talking, you're ready to go (2) All Teams Start Together a. Instructor calls "START" b. Set-up the dominos c. Note the elapsed time on your form d. Tip the Dominos and record # that fell www.katatogrow.com
  • 82. LET'S ESTABLISH A BASELINE TIME FOR YOUR TEAM Record your times here Use this form www.katatogrow.com
  • 83. Now let's do the four steps of the Improvement Kata www.katatogrow.com
  • 84. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 Step 1: UNDERSTAND THE CHALLENGE 30 SECONDS Dominos set-up All 50 tip over www.katatogrow.com
  • 85. Key Points About: UNDERSTANDING THE CHALLENGE • We often face challenges in life. No need to worry, because you don't need to get all the way there right away! • A challenge often even gives us a useful sense of direction. www.katatogrow.com
  • 86. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge Step 2: GRASP THE CURRENT CONDITION 2 What was your team's last baseline time? www.katatogrow.com
  • 87. • It's important to understand where you currently are, before you set your next goal. • Don't pull goals randomly out of the air. A team should feel like its goals are meaningful. Key Points About: GRASPING THE CURRENT CONDITION www.katatogrow.com
  • 88. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge Step 3: ESTABLISH YOUR NEXT TARGET CONDITION 3 www.katatogrow.com
  • 89. • Break a big challenge down into smaller goals. • Set an easier and closer goal that's on the way to your challenge. When you get there you can set the next goal. Key Points About: ESTABLISHING YOUR NEXT TARGET CONDITION www.katatogrow.com
  • 90. What domino set-up time does your team want to reach by the end of today's class? How many will tip? 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 www.katatogrow.com We can do five (5) rounds of experimenting today
  • 92. LET'S ASK EACH TEAM www.katatogrow.com
  • 93. DRAW YOUR TARGET CONDITION LINE ON THE 'EXPERIMENTING' FORM TC www.katatogrow.com
  • 94. Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge Step 4: CONDUCT EXPERIMENTS TO GET THERE 4 www.katatogrow.com
  • 95. • You never know in advance exactly how you will achieve a goal. • We need to test the ideas we have. A good way to reach a goal is to experiment rapidly. Try something, see what happens, and then adjust based on what you learn. • To learn from an experiment you should write down what you expect and what actually happens, so you can compare those two things. Key Points About: EXPERIMENTING TO GET THERE www.katatogrow.com
  • 96. HOW WE'LL EXPERIMENT Three Steps, and 3 Minutes per Experimenting Round 1) Instructor calls "START" - Set up the dominos - Note the elapsed time on your form - Tip the dominos and note how many tipped 2) Based on what happened, discuss what you plan to do next. Write the ideas you want to test onto the form. 3) Then we’ll ask one team the reflection questions on the card. www.katatogrow.com
  • 97. (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 www.katatogrow.com
  • 98. PLEASE PLAN YOUR FIRST EXPERIMENT Write the ideas you want to test next on your 'Experimenting' form Write down the ideas you want to test www.katatogrow.com
  • 100. -- HAVE YOUR CARD READY -- After each experimenting round we'll ask one team this pattern of Reflection Questions www.katatogrow.com
  • 101. -- NEXT EXPERIMENT -- Please get into starting position – round 1 • Instructor calls "START" Set up the Dominos Note the elapsed time on your form Tip the dominos and write down how many tipped • Teams discuss what they plan to do next Write ideas you want to test on the form • Time's up... ask the Reflection Questions! www.katatogrow.com (Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
  • 103. -- NEXT EXPERIMENT -- Please get into starting position – round 2 • Instructor calls "START" Set up the Dominos Note the elapsed time on your form Tip the dominos and write down how many tipped • Teams discuss what they plan to do next Write ideas you want to test on the form • Time's up... ask the Reflection Questions! www.katatogrow.com (Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
  • 105. -- NEXT EXPERIMENT -- Please get into starting position – round 3 • Instructor calls "START" Set up the Dominos Note the elapsed time on your form Tip the dominos and write down how many tipped • Teams discuss what they plan to do next Write ideas you want to test on the form • Time's up... ask the Reflection Questions! www.katatogrow.com (Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
  • 107. -- NEXT EXPERIMENT -- Please get into starting position – round 4 • Instructor calls "START" Set up the Dominos Note the elapsed time on your form Tip the dominos and write down how many tipped • Teams discuss what they plan to do next Write ideas you want to test on the form • Time's up... ask the Reflection Questions! www.katatogrow.com (Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
  • 109. -- NEXT EXPERIMENT -- Please get into starting position – round 5 • Instructor calls "START" Set up the Dominos Note the elapsed time on your form Tip the dominos and write down how many tipped • Teams discuss what they plan to do next Write ideas you want to test on the form • Time's up... ask the Reflection Questions! www.katatogrow.com (Start each round of experimenting on this slide. The 3-minute timer starts on the next slide.)
  • 111. TIME TO REFLECT One student asks one other student the Reflection Questions. Everyone follow along with their own card. www.katatogrow.com NOW GO BACK TO THE “NEXT EXPERIMENT” SLIDE
  • 112. What are the four steps of the Improvement Kata approach? Where else can we use the pattern of the Improvement Kata? www.katatogrow.com
  • 113. A REFERENCE CARD on the back of your Reflection Card www.katatogrow.com
  • 116. Kata Cafe 1. Set up a Personal Kanban • This is intentional. It is meant to be the least structure necessary for a coherent and productive meeting. No more, no less. • In this Personal Kanban we have the items to discuss, what we are currently discussing, and the discussed columns. • This provides a structure for the conversation. Next we populate it
  • 117. Kata Cafe 2. What to Discuss • People add in their own topics. People all get pads of post-it notes and a pen. They then start to add their topics for conversation into the “to discuss” column. These can be literally whatever people want to discuss or follow a theme. Right now, we want to encourage as many unique ideas as we can. • When the ideas start reach a certain point (an you’ll be the best judge of when that is), each topic gets a 1 to 2 sentence introduction. This way people know what to vote for.
  • 118. Kata Cafe 3. Vote and Talk • Each participant gets two votes. You can vote twice for the same thing or for two different topics. Simple put a dot on the sticky you are interested in. Tally the dots. Then you are ready to have a conversation. • The power here is that you now have a list of topics everyone at the table is interested in and is motivated to discuss for real.
  • 119. John Schultz Director of Student Improvement Kimberly Area School District
  • 120. Kimberly Kata Current State John Schultz, Director of Student Improvement
  • 121. 2017-18 Expected Results ● Shift in teacher behaviors ● More individualized learning (students pull) ● GOKIM thinking (scientific thinking) is universal problem solving strategy
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  • 126. 2017-18 Expected Results ● Shift in teacher behaviors ● More individualized learning (students pull) ● GOKIM thinking (scientific thinking) is universal problem solving strategy *Still made progress...as seen in results later
  • 129. Daily Lesson (Embedded Thinking) ● What do I need to learn (today)? ● Where am I now (compared to where I need to be)? ● What do I need to do? ● How will I know I was successful (or not)? ● What do I need to do next?
  • 130. Who Knows Their Why...and Selects the Strategy (4K-4) Agency: Students noticing and pulling for their learning (internal) (5-6) GOKIM: Student problem solving embedded in daily lesson. (7-8) Know/Act: Students know expectation, understand GAP and make a plan.
  • 131. Success ● Clarity with expectations - target condition ● Pilot areas increased performance ● Highest overall performance on public measure to date
  • 132. Barriers ● Measures - ○ What are correct measures of success? ○ Can we measure proficiency daily? ● Managing the Variability ○ Language of Teachers ○ Language of Students ● The tool is not the end game (mentality)
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  • 135. Kata Practitioner Day Kata in the Community Jason Schulist, President, Generative Local Community Institute Jan 10, 2019
  • 136. 136 All Skills (including community problem solving) need…
  • 137. How to Think About a Community Issue or Goal 137 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 2 1 3 4 What community issues must we address? Community Improvement Work Community Alignment Work T Define Excellence or True North Adapted from Mike Rother, Toyota Kata
  • 138. Non-profit example of Alignment - (CI)2 138 Get the Challenge or AIM for the year 1 Alignment Work T Define Excellence or True North Adapted from Mike Rother, Toyota Kata • Group of Continuous Improvement (CI) coaches (45) who want to help our community • Co-created vision (True North) • Every non-profit in NE Wisconsin leverages continuous improvement to increase their community impact. • Developed 2 challenges by Dec 31 2018 • Fill a coaching request in 60 days • 50 non-profits actively using continuous improvement www.cisquared.org
  • 139. How to Think About an Issue or Goal 139 Conduct Experiments – Make a change and test it Grasp the Current Condition Establish the Next Qtr Target Condition 2 3 4 Improvement Work Adapted from Mike Rother, Toyota Kata Prepared by: Jen Arnold Date: 10/16/18 Target Condition will be achieved by: 11/16/18 Target Condition Current Condition Obstacles Healthy coach/non profit relationships is defined Healthy coach non/profit relationship is undefined bumping up against holidays, so VOC may be difficult to get Six monthly updates on CI Squared website coaches dashboard. Eight monthly updates on CI Squared website coaches dashboard. Way to measure the healthy coach/non profit relationship is defined no way to measure healthy coach / non profit relationship Healthy coach/non profit relationships measured no baseline for healthy coach / non profit relationship Coaching Guardrails available on CI Squared website coaches dashboard under Coaches Standard Work Coaching Guardrails available on CI Squared website coaches dashboard under Coaches Standard Work NFP List spreadsheet under Contacts on Google Drive lists 32 non profits with 16 lead coaches NFP List spreadsheet under Contacts on Google Drive lists 32 non profits with 16 lead coaches Understand who updates each and on what cadence. We do not understand who updates each spreadsheet and on what cadence. CI Coaches Team List under Contacts on Google Drive doesn't match the NFP List (36 active, 9 inactive, 3 prospective). CI Coaches Team List under Contacts on Google Drive doesn't match the NFP List (36 active, 9 inactive, 3 prospective). Members Directory on CI Squared website lists 27 coaches Members Directory on CI Squared website lists 27 coaches data on 3 spreadsheets have different coach numbers data on 3 spreadsheets have different coach numbers Target Condition / Current Condition / Obstacles Truth North: Our Mission - Provide coaching, mentoring, and continuous improvement support to NE Wisconsin non-profits so that we achieve our community impact objectives. Challenge: 50% coach/non profit relationships are healthy by March 2019 POINT Session.
  • 140. Date: 10/23/18 Next Step Exp/Info E or I Expected Outcome Actual Outcome Learning reach out to our nonprofits for VOC feedback I VOC from non-profits to help define a healthy relationship OHP gave feedback via e-mail, and the information helped. Jason spoke with Cap Services, and they gave him good feedback to help define a healthy relationship. Tonya will meet with Fox Cities Volunteer Center on Thursday. Asked about unhealthy relationships and it gave good insight for a healthy relationship. Face-to-face is challenging to get VOC. share all the feedback including our own self-reflection with Jen E rough draft of healthy coach/non profit relationship - Jen to compile 4. Act / Adjust Process Metric: bumping up against holidays, so VOC may be difficult to get 1. Plan R U N T H E E X P E R I M E N T 2. Do 3. Check C3 Oppty Y or N Obstacle: RECORD OF PDCA CYCLES Prepared by: Jen Arnold Aspect of the Target Condition: Healthy coach/non profit relationships is defined How to Think About an Issue or Goal 140 Conduct Experiments – Make a change and test it Grasp the Current Condition Establish the Next Qtr Target Condition 2 3 4 Improvement Work Adapted from Mike Rother, Toyota Kata
  • 141.  Partnership with Institute for Healthcare Improvement (IHI) to teach Continuous Improvement (CI) tools to orgs in the region  Six Learning Sessions over the course of 18- months. Monthly all-team calls  monthly action group calls (Feb 2017 – Sep 2017).  Local CI Coaches from companies across the region  4 Action Groups currently convening, using CI tools, and paired with local CI coaches to explore and align collective action in jobs, trauma informed approaches, housing, and life skills. Brief Overview of POINT 141
  • 142. UCL LCL 2.0 4.0 6.0 8.0 10.0 12.0 14.0 1990 1995 1996 1997 1998 1999 2000 2001 2003 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 WI Poverty Rate UCL LCL 2.0 4.0 6.0 8.0 10.0 12.0 14.0 1989 1990 1993 1995 1997 1998 1999 2000 2001 2003 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Brown County Poverty Rate UCL LCL 2.0 4.0 6.0 8.0 10.0 12.0 14.0 1989 1990 1993 1995 1997 1998 1999 2000 2001 2003 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Outagamie County Poverty Rate UCL LCL 2.0 4.0 6.0 8.0 10.0 12.0 14.0 1989 1990 1993 1995 1997 1998 1999 2000 2001 2003 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Winnebago County Poverty Rate Poverty rates 2009-2013 have not decreased despite investment in our region 142
  • 143. How to Think About a Community Issue or Goal 143 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 2 1 3 4 What community issues must we address? Community Improvement Work Community Alignment Work T Define Excellence or True North Adapted from Mike Rother, Toyota Kata
  • 144. Get the Challenge or AIM for the year 2 3 How to think about a problem – Matching individuals with jobs 144 Every household has financial stability and jobs in the region are filled AIM #1 - 25% reduction in 100% poverty for female head of households (renter/owner) by July 2019. T Define Excellence or True North 2 T Define Excellence or True North
  • 145. Below 100% Poverty level: (2016) 8023 female households (HH) – 27.8% of all FHOH 0 500 1000 1500 2000 2500 3000 3500 Brown Outagamie Winnebago Waupaca Shawano Calumet Oconto # of female households below poverty by type of work no work part time full time 57%54%65% 50%61% 51% 51% 23%27%30% 26%25%27%31% % of FHOH Below Poverty Can we find them? How many are the action group teams serving? Use our data plan to identify the group
  • 146. Prepared by: Jason Schulist Date: 11/7/2018 Target Condition will be achieved by: 12/31/2018 Target Condition Aspects Current Condition Obstacles All action groups members understand the # of FHOH 100% poverty they serve 75% of action group members understand the # of FHOH 100% poverty they serve 100 women FHOH 100% Poverty are identified to get out of 100% poverty 10 women have been identified Community Awareness of the FHOH 100% poverty endeavor (need more clarity here) not much community awareness Service providers (this group or more?) are acting as a community support group for FHOH Service providers are acting as a support group for FHOH One scenario is develeoped and communicated related to the issues of FHOH 100% poverty One scenario is started Benefits cliff is understood for FHOH 100% poverty (targeted to key influencers; countermeasures are defined) Benefits cliff is not understood no team developed to explore this Target Condition / Current Condition / Obstacles - FHOH Jobs Team Truth North: Every household has financial stability and jobs in the region are filled Challenge: 25% reduction in 100% poverty for female head of households by July 2019 How to Think About an Issue or Goal 146 Conduct Experiments – Make a change and test it Grasp the Current Condition Establish the Next Qtr Target Condition 2 3 4 Improvement Work Adapted from Mike Rother, Toyota Kata
  • 147. Date: 10/10 Proposed Experiment / Next Step Exp/Info E or I What do you expect will happen? What actually happened? (Actual Outcome) Learning Solidify a speaker to present at the POINT council meeting E Key influencers will be clear on how big of an opportunity this is; the size of the problem will be evident to the council Amanda Stuck came to the meeting to educate the council; influencers are clear and still not clear on how big of a problem this is created the will at the leadership level; working with Josh is awesome; she validated what we were hearing from the action groups; there's no strong data on the depth of the problem Draft a co-signed email between Josh and Lynn to go to the action groups and other invites E We will have a date and a meeting between 10-20 (geographical, employers, non-profits) 3. Study Obstacle: RECORD OF PDSA CYCLES - SAFE TO FAIL EXPERIMENTS - FHOH 100% POVERTY Prepared by: Lynn Coriano Aspect of the Target Condition: Truth North: Every household has financial stability and jobs in the region are filled Benefits cliff is understood for FHOH 100% poverty (targeted to key influencers; countermeasures are defined) Partners on PDSA: CAP Services 4. Act / Adjust 1. Plan R U N T H E S A F E T O F A I L E X P E R I M E N T 2. Do How to Think About an Issue or Goal 147 Conduct Experiments – Make a change and test it Grasp the Current Condition Establish the Next Qtr Target Condition 2 3 4 Improvement Work Adapted from Mike Rother, Toyota Kata
  • 148. Human Value Stream – Toyota’s approach to developing employees  Toyota Culture (Hoseus/Liker) discusses that creating value for the customer does not create value for the employee  So how do humans accrete value?  Through their own learning and growth  The Human Value Stream of employees approach proposes that employees gain value through their own learning and growth  Employees can do this through building and using their problem solving skill 148 Value for Customer Value for Employee Value for Customer Value for Employee
  • 149. How to Think About a Community Issue or Goal 149 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 2 1 3 4 What issues must we address in our community? Community Improvement Work Community Alignment Work T Define Excellence or True North Adapted from Mike Rother, Toyota Kata
  • 150. Example VSH version 1 – Matching Individuals with Jobs (POINT) 150 Version 2 planned for Q1 2019
  • 151. Poverty rates have gone down significantly in the region (Appleton – 5.21%) 2017 – Appleton is the 5th lowest metro area in the country! At 5.21% 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 198919911993199519971999200120032005200720092011201320152017 % Poverty Brown County 4.0 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 % Poverty Outagamie County 5.0 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 198919911993199519971999200120032005200720092011201320152017 % of Poverty Winnebago 6.0 7.0 8.0 9.0 10.0 11.0 12.0 13.0 14.0 15.0 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 % poverty WI 151
  • 152. CI Squared = Continuous Improvement * Community Impact = Accelerated Community Outcomes to 45 volunteer Coaches!! Supporting Oshkosh, Fox Cities, and Green Bay From 3 volunteer Coaches ASK: We are always looking for CI coaches who can help our community – Volunteer and make a difference! www.cisquared.org
  • 153. CI Squared = Continuous Improvement * Community Impact = Accelerated Community Outcomes
  • 156. 1. Learn more about Toyota Kata 2. Try it! 3. Rinse and Repeat Next Steps
  • 157. Visit the Toyota Kata Website… www- personal.umich.edu/~mrother/W hat_is_a_Kata.html Learn more about Toyota Kata
  • 158. Learn more about Toyota Kata Read the book…
  • 159. Talk to the Speakers… Learn more about Toyota Kata
  • 160. Learn more about Toyota Kata Attend the Conference… katasummit.com
  • 161. All the materials are available at: www.katatogrow.com Run the Kata in the Classroom exercise… Learn more about Toyota Kata
  • 162. Try it!!! Start small…Don’t be afraid to struggle
  • 163. 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…
  • 164. Look for a survey in your inbox soon…