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Toyota Kata - Here's Why!

Creating an organizational culture of improvement, adaptation and innovation means developing scientific skills and habits through practice. The Improvement Kata and Coaching Kata finally give us a way to do that.

Toyota Kata - Here's Why!

  1. 1. rev ere s e e r e f l e c t a c t Learn scientific thinking by practicing the Improvement Kata & Coaching Kata 2-Jul-14 1
  2. 2. rev ere s e e r e f l e c t a c t A presentation by Joakim Hillberg and Pia Anhede 2-Jul-14 2 May 2014 Revere AB Göteborg, Sweden joakim@hillberg.com pia@anhede.com
  3. 3. rev ere s e e r e f l e c t a c t Organizations Disappear Lifeexpectancyisabout12-15yearsanddecreasing… RIP A lot of good ideas but bad habits and little improvement 2-Jul-14 3
  4. 4. rev ere s e e r e f l e c t a c t Leaders want a magic pill or simple formula for success … but there is none ! 2-Jul-14 4
  5. 5. rev ere s e e r e f l e c t a c t So what should we do? 2-Jul-14 5
  6. 6. rev ere s e e r e f l e c t a c t Some core principles for improving  100 brains are more than 1, i.e. not enough with leaders improving  Everyone has two jobs; do and improve – Furthest out in organization, closest to the customer, is where value added is created and knowledge of what is delivered – Leaderships deploys direction and train. Can not delegate improvement work.  Crucial skills is ability to handle problems and challenges. Demands a change in behavior! 2-Jul-14 6
  7. 7. rev ere s e e r e f l e c t a c t Why Lean? • Different from other management theories • ”Practice-based”, i.e. based on what works with Toyota as reference. Lean is developed from learning not from design and theory. • Other methods are theory based, not rooted in actual work. • This also means that Lean is about doing! • Fundamental thinking in Lean is improving scientifically (PDCA thinking) 2-Jul-14 7
  8. 8. rev ere s e e r e f l e c t a c t Create flow Customer perspective Daily pulse Plan, measurements, standards Visual control System for continuous improvement Execute and improve (focus on deviations) We do all of this in order to move towards our strategic direction. There is no reason to do lean just for the sake of it! Challenge and improve What is Lean ? 2-Jul-14 8
  9. 9. rev ere s e e r e f l e c t a c t So Lean sounds great but there are challenges in making it happen 2-Jul-14 9 Results 15% Years 1 3 5 7 9 A B C D Low Hanging Fruit Region 85% Case A – Continued success Case B – Flat lined trend Case C – Slight decline Case D, E, F – Major decline Case G – Never got off the ground E F G Source: Shingo Prize Institute & Art Smalley  According to Shingo Prize Institute data, only about 15% of the organizations implementing Lean continue to develop, improve and deliver measureable results.  In other words, 85% of the organizations flatten out and fall back.
  10. 10. rev ere s e e r e f l e c t a c t 2-Jul-14 10 You cannot just copy those who are successful at it ? (e.g. Toyota) … or just use methods and tools? A common mistake in Lean is just to use ready made solutions, tools, methods. Three relevant questions: 1. Who invented the methods ? 2. What problem was solved ? 3. Do we have the same problem ? But the big question is how can we change the organizational behavior?? A challenge is to create a culture of continuous improvement & scientific thinking http://bizarrocomic.blogspot.se/2008/04/comedy-buddies.html
  11. 11. rev ere s e e r e f l e c t a c t Purpose of Kata  How to practice, both practically and systematically, in making challenging, strategically-relevant improvements.  To train leaders in how to lead and coach challenge-driven improvements.  This can change an organization’s behavior and culture to one of continuous improvement and scientific thinking. 2-Jul-14 11
  12. 12. rev ere s e e r e f l e c t a c t How good are you at improving ?  In groups of 4  Watch the video of the assembly process. Each person watch one of the 4 operators.  Video will roll 5 minutes  Record: What would you improve?  Present what you suggest on flipchart 2-Jul-14 12
  13. 13. rev ere s e e r e f l e c t a c t What’s the problem with improving via random suggestions & eliminating waste? Graphic from a post on Linkedin 2-Jul-14 13
  14. 14. rev ere s e e r e f l e c t a c t If you ask people what they think we should improve, you will get as many answers as individuals! Lots of problems, wastes and improvement opportunities                                                                                                              This is important Hmm, interesting We did this at my prior job … 2-Jul-14 14
  15. 15. rev ere s e e r e f l e c t a c t If we do not have a clear direction, we will fool ourselves that things get better just as long we get things done!                                                                                                                    1. We want to have a clear and strategically-relevant direction for our improvements. Cat: Where are you going? Alice: Which way should I go? Cat: That depends on where you are going. Alice: I don’t know. Cat: Then it doesn’t matter which way you go. Will lead to change, but not what we need and we will waste the little time we have for improvement on the wrong stuff! 2-Jul-14 15
  16. 16. rev ere s e e r e f l e c t a c t OK, but a good vision alone is not enough  1961 vision But there are many ways to send a man to the moon!!  1962 Lunar Orbit Rendezvous was chosen (big debate and not first choice)  1966 Apollo 1 first unmanned  1968 Apollo 7 first manned  1969 may Apollo 10 training 15 km from surface  1969 July Apollo 11 Touchdown! That's one small step for (a) man, one giant leap for mankind Target condition Challenge Vision 2. A direction which is understandable 2-Jul-14 16
  17. 17. rev ere s e e r e f l e c t a c t Why is it important to know where we are ?  If we do not have a common starting point we will not know or have the same obstacles ahead of us.  Builds motivation to change.  Gets feedback that we actually have changed.  Important to base it on actual facts and reality and not what we think! 3. Where are we If you ask different persons about their current condition you will be surprised of their different views. Joakim thinks Anna thinks Pia thinks 2-Jul-14 17
  18. 18. rev ere s e e r e f l e c t a c t Good. Can we get going now? (action plan) We know where we are and where we are going! Typical Action Plan Well, not quite... 2-Jul-14 18
  19. 19. rev ere s e e r e f l e c t a c t The Dice Exercise - Question 1 -  I will roll a dice 3 times  The sum will be between 3 and 18 Before I roll, write down what will be the sum of the three rolls. Exercise by Mike Rother 2-Jul-14 19
  20. 20. rev ere s e e r e f l e c t a c t If you wrote the wrong sum How do you feel ? 2-Jul-14 20
  21. 21. rev ere s e e r e f l e c t a c t Not so bad, it’s just chance 2-Jul-14 21
  22. 22. rev ere s e e r e f l e c t a c t - Question 2 - 2, 4, 6, 8, 10, 12, ? What will be the next number in this series ? 2-Jul-14 22
  23. 23. rev ere s e e r e f l e c t a c t Question 2 2, 4, 6, 8, 10, 12, 2 Those who wrote the wrong number ... How do you feel this time? 2-Jul-14 23
  24. 24. rev ere s e e r e f l e c t a c t Hey! 2-Jul-14 24
  25. 25. rev ere s e e r e f l e c t a c t How are these two scenarios different? 2-Jul-14 25
  26. 26. rev ere s e e r e f l e c t a c t What’s different between the scenarios? How simple or hard it is to spot the knowledge threshold!  In round 1 with the dice it was simple to see that we didn’t know the result.  In round 2 it was harder to see the knowledge threshold. We thought we knew the answer, so we just went past the threshold and answered !! But in both situations the knowledge threshold was the same. We had no more facts beyond what we knew.  What would have been a good answer in both scenarios?  Why don’t we say that? Current knowledge threshold 2, 4, 6, 8, 10, 12, Known territory 2-Jul-14 26
  27. 27. rev ere s e e r e f l e c t a c t  But when we don’t see it we’d rather carry on with action plans, voting, pick-charts … instead of testing, learning and adapting. The trouble ain't what people don't know, it's what they know that ain't so (Josh Billings) There is always a knowledge threshold Effect Cost/effort Action plan PICK-chart Voting Actions plans decide in advance how we should get there … even though we don’t know. 2-Jul-14 27
  28. 28. rev ere s e e r e f l e c t a c t And thinking you know how to get there in advance is just waste! 2-Jul-14 28
  29. 29. rev ere s e e r e f l e c t a c t The knowledge threshold is where we start guessing. You have to admit it to be able to see it (I don’t know). We can go further by experimenting in small steps. We do not know what the result will be. This is where our learning starts! You can’t just implement, because situations change! 4. We need a dynamic way of getting there 2-Jul-14 29
  30. 30. rev ere s e e r e f l e c t a c t That’s exactly what the improvement Kata is 1. A clear and relevant direction for our improvements. 2. A direction which is understandable 3. Where are we 4. We need a dynamic way of getting there Summary 1 2 3 4 Understand the direction Grasp current condition Establish next target condition Experiment towards target condition CC TC Target condition 2-Jul-14 30
  31. 31. rev ere s e e r e f l e c t a c t Great, lets go !!  We know where we are going  We know where we are  We know how to navigate and adapt on the way there 1 2 3 4 Understand the direction Grasp current condition Establish next target condition Experiment towards target condition CC TC Target condition But wait, there’s a problem… 2-Jul-14 31
  32. 32. rev ere s e e r e f l e c t a c t What’s needed in order to change? A simple example  Sign your name 5 times normally  Start when I say go  When you are finished raise your hand 2-Jul-14 32
  33. 33. rev ere s e e r e f l e c t a c t Let’s try just a small change That was easy, now let’s do a very small change!  Change hand to non-dominant  Write it 5 times again  Start when we say go  Raise your hand when you are finished 2-Jul-14 33
  34. 34. rev ere s e e r e f l e c t a c t How did it feel?  Different  Difficult  Weird  Uncomfortable WHY??  You were outside your comfort zone with your non-dominant hand  You have a well established mental habit of using your dominant hand  It is so trained it is automatic, comfortable and normal  You need very little mental energy to do it 2-Jul-14 34
  35. 35. rev ere s e e r e f l e c t a c t How humans learn skills & change: Findings from brain research On Next Page 2-Jul-14 35
  36. 36. rev ere s e e r e f l e c t a c t So we have a dilemma We want to create a systematic habit where we daily improve in an unknown territory in order to achieve our challenges, i.e. apply the Improvement Kata!  But our brain follows our regular tracks (fast on solution, action plans, just do, 5 who…), it prefers current neural pathways where less energy is needed.  We want to create new habits where we are comfortable working with the Improvement Kata, i.e. we have to create new neural pathways. Every time you do something, you are more likely to do it again. - Alvaro Pascual-Leone Unknown learning territory Next target condition Current condition We need to create a habit of using the Improvement Kata here 2-Jul-14 36
  37. 37. rev ere s e e r e f l e c t a c t A solution is deliberate practice !  By consciously practicing the practice routines of the Improvement Kata we can create new habits.  When you have learned to drive a car you stop thinking about the routines of shifting gears, braking … instead you focus on what is happening on the road. But if we try driving a British left-hand we’re almost back on square one!!  So Kata are practice routines for a way of thinking and acting. It is possible to learn and use. It will increase your capability and in the end be a comfortable habit!! By practicing kata you can change and improve your company culture “We are all much more likely to act our way into a new way of thinking, than to think our way into a new way of acting.” (Richard Pascale, 1990) 2-Jul-14 37
  38. 38. rev ere s e e r e f l e c t a c t Correct practice creates the right habit but …  The person who practices (Learner) the Improvement Kata routines can accidentally just practice their old habits.  A Coach is needed who corrects and supports to ensure that the Learner continues to practice the right routine in the right way.  The Coaching Kata is a routine for teaching the Improvement Kata pattern  The Coaching Kata gives the Leader a standardized way of developing peoples capabilities to work with challenge driven improvements. When combined, the Improvement Kata and Coaching Kata become a way to manage! 2-Jul-14 38
  39. 39. rev ere s e e r e f l e c t a c t Daily coaching cycles Improvement Kata The Improvement Kata pattern is learned through coaching in actual work Coach Learner Understand the direction Grasp Current Condition Establish next Target Condition Experiment towards Target Condition CC TC Target condition Toyota Kata 2-Jul-14 39
  40. 40. rev ere s e e r e f l e c t a c t Improvement Kata Coaching Kata Toyota Kata Understand direction Grasp Current Condition Establish next Target Condition Experiment towards Target Condition Deploy Daily coaching cycles CC TC Target condition LEARNER COACH Instruct / coach Learner’s board The video on the next page gives you an example of a “Coaching Cycle” in Swedish Our best wishes for your practice 2-Jul-14 40

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