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Toyota Kata Presentation for ITSM.fi TOP 10 Conference

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A presentation about Toyota Kata for the ITSM.fi TOP 10 Conference. The presentation covers:
* What is a learning organization
* Introduction to Toyota Kata and mapping it to the learning organization model.
* Introduction and example of Improvement Kata
* Introduction to Coaching Kata
* Introduction to A3 - templates

Published in: Business, Education, Technology
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Toyota Kata Presentation for ITSM.fi TOP 10 Conference

  1. 1. Toyota Kata The Truth Behind the Myth of the Learning Organization Teemu Toivonen Tomi Lamminsalo
  2. 2. Tomi Lamminsalo works as a developement manager in Aalto University IT. Tomi has used Toyota Kata methods and tools succesfully in a large program. Professional Interests: Agile, Lean, coaching, systems thinking and service management. Teemu Toivonen works as manager of application services in Aalto University IT. Strong background in Agile and Lean. Three years of experience in Toyota Kata problem solving and coaching Professional Interests: Agile, Lean, coaching ja systems thinking.
  3. 3. • Customers – Students: 19 993 – Staff: 5 330 – 6 schools – Stakeholders (mm. alumni, open uni students): > 80 000 • Resources – Budget • Centralized IT: 17,4 M € / 425,3 M € • Total costs of all IT in Aalto University 30,1 M € – IT-staff • 138,7 Centralized IT FTE • 210,9 Total IT FTE Photograph: Aino Huovio ARTS alumni Aalto University in numbers
  4. 4. What is a learning organization? Discuss briefly with your partner, what you think is a learning organization.
  5. 5. Manage by developing these capabilities Capability-1: Systems design and operation Capability-2: Problem solving Capability-3: Knowledge sharing http://troikka.wordpress.com/2013/09/10/what-is-a-learning-organization-part-13/
  6. 6. The Role of Toyota Kata Toyota Kata
  7. 7. Goal for the event You will have a basic understanding of the philosophy of Toyota Kata and how it works. This will be achieved by a combination of: • Short lectures • Discussion • Exercises Engaging conversation is more important than quiet listening so when you have a question or comment please share it!
  8. 8. What is a Kata? Kata is a routine or repeating pattern for doing something
  9. 9. Why are habits and routines important? • Can someone describe shortly the difference between driving a car: – The first time they drove – After several years of experience Routines and habits are the bases for effective and efficient action!
  10. 10. “We are what we repeatedly do. Excellence, then, is not an act but a habit.” - Aristoteles Toyota Kata is about creating habits that create excellence.
  11. 11. The Philosophy Behind Toyota Kata 1. The second law of thermodynamics: everything deteriorates over time – There is no stable condition that can be maintained – The only solution is to improve constantly 2. Grow people and maximize human potential by engaging people to continually improve as part of their everyday work
  12. 12. Mentee Improvement Kata Coaching Kata Mentor Toyota Kata Philosophy: • Continually improve as part of everyday work to get better and fight entropy • Grow people and maximize human potential by engaging them in the improvement through Toyota Kata Questions or comments about the overview? Toyota Kata is two behavioral routines to realize these goals
  13. 13. Improvement Kata Long term vision ”North Star” 1. Understand the direction 2. Understand the current condition 3. Define the Next target condition 4. Experiment your way to the target 5. Start over Next target condition A good target condition is abouth a month away PDCA-experiment 1. Hypothesis 2. Experiment 3. Result 4. Learning PDCA experiment your way to the target Current condition Understand deeply
  14. 14. 1. Long term vision • Also known as “True North” or “North Star” • Sets the direction for short term plans • Is brief and describes the outcome and the process • Toyota manufacturing example paraphrased: – “One piece flow, zero defects and 100% value adding steps (no waste)” • Does not need to be realistically achievable • Choose wisely 
  15. 15. == TASK This seems important! This seems interesting There is always too much to do and by random choices you get nowhere A team without a North Star
  16. 16. North Star Things you must do! Things you can do Things you can do A team with a North Star
  17. 17. 2. Understand the current condition • Understanding the current condition is the bases for going forward and means going deeper than the superficial lever – Involves Systems Thinking and a process viewpoint • “Go and see” It’s a lot harder to really see than you’d guess
  18. 18. 3. Set the target condition • A target condition describes both the outcome and process and can be achieved in 1-3 months – In the beginning shorter is better for learning • A good target condition is challenging – Just right, not too easy and not too difficult • You can start with skeleton target (challenge) and fill in the details as you learn more (target condition) A good target condition is just beyond where you can see clearly
  19. 19. What are the obstacles? • As part of understanding the current condition and setting the target condition you gain insights into the obstacles that are in your way • Pick one (which one seems most important) and start finding your way toward your target condition one step at a time with PDCA experiments
  20. 20. 4. PDCA experiments What is your hypothesis? Design a quick experiment What is the expected outcome? Run the experiment “quick and light” What was the actual outcome? Was it what you expected? What did you learn? Time for a new plan! or How do I sustain the results? Points of emphasis Short iteration cycles Go and see Focus on learning
  21. 21. 4. Navigate towards the target with experiments Find the route to the target by learning from experiments and focusing on the next step forward based on that learning
  22. 22. Example: Weight lose • I will be using weight lose as an simple example of the concepts I’ll be talking about
  23. 23. Weight lose: North Star • Enough exercise to stay on good shape and relax • Eat healthy and good food • Spend quality time with family and friends with good energy • Get enough rest and downtime
  24. 24. Current condition: Weight lose • Quality of food is poor and the amount of calories is too big – Especially too much carbohydrates and fat • Not enough exercise – Running every 2 weeks – Floorball every 2 weeks • Weight 93 kilograms
  25. 25. Target condition: Weight lose • Regular meal and snack schedule • Less calories per meal by healthy composition of meals • Exercise – Running 2-3 times a week – Floorball 1 time per week • Lose 5 kilograms of weight in 3 months
  26. 26. Obstacles: Weight lose • Meal sizes are too big – food is good and I like to eat • Too busy and tired to get exercise. – Mostly a feeling rather than a fact.
  27. 27. Experiment Expected outcome Actual outcome Learning Eat smaller meals • Lunch • Dinner Less food consumption during the day More unhealthy snacks in the afternoon and evening Eating smaller meals makes me eat more snacks. Lunch: Eat half meat/protein and half salad Less calories during the day and protein will keep hunger away Works out pretty much as planned, except when there is good desert Eating salad and protein is good diet choice and makes it easy to eat less. Increase floorball and running training by making commitment to friends to play once a week and go running twice Social pressure will help me get more exercise At the beginning difficult, but as it became a habit it got easier. Also exercise feels more bursty than steady running. Social commitment is a good motivator. New habits are difficult in the beginning. Experiments: Weight lose
  28. 28. Improvement Kata Long term vision ”North Star” 1. Understand the direction 2. Understand the current condition 3. Define the Next target condition 4. Experiment your way to the target 5. Start over Next target condition A good target condition is abouth a month away. Describes both outcome and process PDCA-experiment 1. Hypothesis 2. Experiment 3. Result 4. Learning Remember quick experiment cycles! PDCA experiment your way to the target Points of emphasis Current condition Understand deeply Short iteration cycles Go and see Focus on learning Questions before the exercise?
  29. 29. Improvement Kata exercise
  30. 30. Improvement Kata exercise • Make sure you have required tools to make notes: Written guide / sheets to write on. • Think of a problem and long term goal (2 min) • Describe briefly what the current situation is (1 min) • Choose the target condition (2 min) • Choose first experiment: – Experiment (1 min) – Hypothesis (1 min) – Actual Outcome (1 min) – What did you learn? (2 min) • What’s your next experiment? (1 min)
  31. 31. The Coaching Kata The purpose of the Coaching Kata is to teach and coach the Improvement Kata using real world problems as practice. Mentee Improvement Kata Coaching Kata Mentor
  32. 32. When do you need a mentor/coach? The need never goes a way. You can spend a lifetime learning the Improvement Kata and still have need for improvement. The role of the coach is to help you learn. No one questions why world class athlete’s need coaches. Why should work be different?
  33. 33. The responsibilities of the mentor • Teach the basics of the Improvement Kata to the mentee • Develop the mentees abilities by coaching him in the use of the Improvement Kata through real problems/challenges • The mentor can not give solutions to the mentee, but is responsible for the results
  34. 34. Requirements for the mentor The mentor must have first hand knowledge and experience of using the Improvement Kata. The mentor must be involved in the Improvement Kata in order to coach properly. Don’t coach blind.
  35. 35. Focus on understanding the long term direction and current condition in order to set a good and challenging next target condition. Keep the target condition clear in the mind while focusing on the next step towards that target condition. A mindset of experimenting and learning is crucial. Coaching Kata Before the target condition is set After the target condition is set
  36. 36. Coaching before the target condition is set • Is there a clear and shared vision for the long term goal to set the direction? • Does the mentee understand the current condition deeply? • Does he know what is the next target condition? Do you need to give him a challenge that he can turn into the target condition?
  37. 37. Coaching after the target condition is set The five questions: 1. What is the target condition? 2. What is the actual condition now? 3. What obstacles are now preventing you from reaching the target condition? Which one are you addressing now? 4. What is your next step (PDCA experiment) 5. When can we go and see what we have learned form taking that step? From Toyota Kata by Mike Rother
  38. 38. The next step The most important thing is making sure that the next step is clear for the mentee. It is better for the mentee to figure out the next step, but if necessary the mentor can decide it. Go and see XYZ!
  39. 39. Remember routines are powerful… … even in coaching!
  40. 40. Coaching questions 1. What is the North Star? 2. What is the Current Condition? 3. What is the next Target Condition? 4. What is the first step? 1. What is the Target Condition? 2. What is the Actual Condition? 3. Which Obstacle are you working on? 4. What is your Next Step 5. When can we Go and See? The purpose of the Coaching Kata is to teach and coach the Improvement Kata using real world problems as practice. Coaching Kata Before the target condition is set After the target condition is set Key points • Focus on guiding the Improvement Kata pattern • Ask question, don’t give answers • In unclear situations suggest: go and see • Remind the mentee about the key aspects of the Improvement Kata • Short and frequent coaching discussions • Is the next step clear?
  41. 41. Coaching Kata exercise
  42. 42. Coaching Kata exercise • Take the pair you talked with earlier. Make sure you have required tools to make notes: Written guide, pens, post it notes if needed. • Choose roles: Problem Solver (Mentee), Coach (Mentor). • Discussion 1, mentor asks (4 min): – Long term goal? – What is the current condition? – What is the target condition? – What is the next step (first experiment) • Imagine you did the experiment. • Discussion 2, mentor asks (6 min): – What is the target condition? – What is the new current condition? – Which obstacle are you working on? What did you learn? – What is your next step? – When can we go and see the results?
  43. 43. A3 - template A3- document Mentee Mentor A3 is a single page document to support the Improvement and Coaching Katas. A3 – documents help to… Create shared understanding Learn the Kata Create structure (thinking and coaching) The A3 is not a form to fill! It is a living document that is updated and revised throughout the Kata.
  44. 44. A3 and organizational learning Solutions are documented together with their context The why behind the solutions is also documented A3 documents also reveal the thinking process that lead to finding the solution Share the failures. Worst practice is as valuable as best practice
  45. 45. SUMMARY • Remember it’s not about tools, it’s about creating habits that create excellence and continual improvement: – Improvement Kata – Coaching Kata • If you want to study more you should definitely read this book. • Any questions, please don’t hesitate to contact us: – Teemu.toivonen@gmail.com, @number_9_ – Tomi.lamminsalo@gmail.com, @thelamminsalo – http://troikka.wordpress.com • Q & A

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