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Improvement Kata Roles & Structure
- 1. The Improvement Kata Introduction, Roles & Structure 0 Version 1.1
- 2. Some Background Companies existto create value for their customers Goods Company Services Customer 1
- 3. Some Background Aerojet is no different, existing to create value for its customers Customer X Product Aerojet B Customer Y Customer Z … 2
- 4. Some Background The system that creates a particular type of value in a company is called a value stream Suppliers Customer Customer Customer Value Stream 3
- 5. Some Background Value streams are comprised of processes Suppliers Customer Customer Customer Incoming Final Receiving Assembly Shipping Inspection Inspection Processes 4
- 6. Some Background Inside eachcompany, there are also value streams that serve internal customers Manufacturing Drawing Requisition Purchase Source Approval Order Issue Receiving Release Inspection 5
- 7. Some Background Hence processescan take on a variety of forms: • Manufacturing • Fabrication • Assembly • Test • Inspection • Service • Transportation • Stores • Maintenance • Office/Transactional • Order Taking • Purchasing • Engineering • etc. etc. 6
- 8. Some Background One could consider a company to be a collection of value streams providing value to various internal and external customers Company Customer Value Stream Customer Value Stream Customer Value Stream Customer Value Stream 7
- 9. Some Background Similarly, one could look at a company as a collection of processes Company Customer Process Process Process Customer Process Process Process Customer Process Process Process Customer Process Process Process 8
- 10. Some Background Ideally,the vision set by a company’s leadership provides processes within the company a direction in which improvements should move them Is NOT a “Mission Statement” Is NOT a “Vision Statement” Vision IS specific & actionable Process Process Process Process Process Process Process Process Process 9
- 11. Some Background In reality,companies tend to have a hard time connecting process improvement to leadership’s vision. Process change is driven by other low-level factors Vision Not my job Build my kingdom Don’t want to Process Sub- Process Waste walk Process optimizing What Process Process Process Vision? Process Process Process That won’t Manager Entropy work here didn’t like it 10
- 12. Some Background TheImprovement Kata (IK) is the key to moving processes in the direction of leadership’s vision! Vision IK IK IK Process Process Process IK IK IK IK IK IK Process Process Process Process Process Process Adapted from Mike Rother / Improvement Kata Handbook 11
- 13. Structure of theImprovement Kata 1 First, understand the direction in which the process needs to improve • How does leadership’s vision apply to this process? • What is the challenge for this process to achieve? • Value Stream Mapping is a great tool for setting challenges! Adapted from Mike Rother / Improvement Kata Handbook 12
- 14. Structure of theImprovement Kata 1 2 Then, deeply understand the current condition (CC) for the process • Detailed process analysis is performed in order to develop this understanding Adapted from Mike Rother / Improvement Kata Handbook 13
- 15. Structure of theImprovement Kata 1 2 3 Next, establish a target condition (TC) describing how the process should operate to move it toward its challenge • This is a specific, actionable description of the desired pattern Adapted from Mike Rother / Improvement Kata Handbook 14
- 16. Structure of theImprovement Kata 1 2 3 4 Finally, use Plan-Do-Check-Act (PDCA) to perform small experiments that move the process toward its target condition • This will expose the unseen obstacles, helping identify what needs to be worked on! • Tools may be pulled into the process as needed to overcome these obstacles (e.g. lean tools) Adapted from Mike Rother / Improvement Kata Handbook 15
- 17. Structure of theImprovement Kata Another depiction of the Improvement Kata: Adapted from Mike Rother / Improvement Kata Handbook 16
- 18. Structure of theImprovement Kata This cycle repeats continually, achieving and setting new target conditions and challenges, moving the process toward leadership’s vision Adapted from Mike Rother / Improvement Kata Handbook 17
- 19. Structure of theImprovement Kata The Improvement Kata is used on key processes at all levels of the company It’s fractal! Adapted from Mike Rother / Improvement Kata Handbook 18
- 20. The Improvement Kata Applied across the company, the IK looks like: Vision Challenge Challenge Challenge TC TC TC TC Obstacles Obstacles Obstacles Obstacles CC CC CC Key Process CC Key Process Key Process Key Process Adapted from Mike Rother / Improvement Kata Handbook 19
- 21. The Improvement Kata For each key process, the Process Owner is responsible for continuously improving their process using the Improvement Kata Vision Challenge Challenge Challenge TC TC TC TC Obstacles Obstacles Obstacles Obstacles CC CC CC Key Process CC Key Process Key Process Process Key Process Owner Process Process Owner Owner Process Adapted from Mike Rother / Improvement Kata Handbook Owner 20
- 22. The Improvement Kata There’s a lot to applying the Improvement Kata! • Understanding the Direction ???!!!! • Grasping the Current Condition • Establishing a Target Conditions • Effective use of PDCA How does a process owner learn all of this?! Process Owner Adapted from Mike Rother / Improvement Kata Handbook 21
- 23. The Improvement Kata They get a coach!! Coach Process Owner = Learner Adapted from Mike Rother / Improvement Kata Handbook 22
- 24. The Improvement Kata Coaches are typically the person to which the process owner reports Consider this: Your boss is always teaching you something, whether consciously or not • The Wrong Lessons: • Focus on making the metrics look good (versus on the process itself) • Do what I say, don’t think for yourself • Make conclusions based on assumptions and personal preference • Protect my kingdom • Gather information from your desk – no need to go and see • A Good Lesson: • Here’s how you apply Teaches x the Improvement Kata! Coach Learner Adapted from Mike Rother / Improvement Kata Handbook 23
- 25. Roles & Structure Here’s how it works: Learner We have a process, with its process owner / learner Adapted from Mike Rother / Improvement Kata Handbook 24
- 26. Roles & Structure Here’s how it works: Coach Learner The learner has a coach, typically his supervisor / manager / director / VP Adapted from Mike Rother / Improvement Kata Handbook 25
- 27. Roles & Structure Here’s how it works: Coach Learner Facts & Data The learner directly observes the process to start gaining a deep understanding of how it is truly operating – facts & data Adapted from Mike Rother / Improvement Kata Handbook 26
- 28. Roles & Structure Here’s how it works: Coach Facts & Data, Next IK Step Learner Facts & Data The learner discusses the facts & data with the coach, along with how they think the improvement kata should be applied Adapted from Mike Rother / Improvement Kata Handbook 27
- 29. Roles & Structure Here’s how it works: Coach Facts & Data, Next IK Step Learner Facts & Data The learner uses a storyboard at the process to communicate their facts, data, and next step to their coach Adapted from Mike Rother / Improvement Kata Handbook 28
- 30. Roles & Structure FromMike Rother / Improvement Kata Handbook 29
- 31. Roles & Structure Here’s how it works: IK Coaching, NOT SOLUTIONS Coach Facts & Data, Next IK Step Learner Facts & Data The coach provides the learner with feedback, to help them learn and properly apply the IK. The coach does not suggest solutions!! Adapted from Mike Rother / Improvement Kata Handbook 30
- 32. Roles & Structure Here’s how it works: IK Coaching, NOT SOLUTIONS Coach Facts & Data, Next IK Step Improves through PDCA Learner Facts & Data The learner uses PDCA to conduct small experiments that move the process toward its target condition Adapted from Mike Rother / Improvement Kata Handbook 31
- 33. Roles & Structure Here’s how it works: IK Coaching, NOT SOLUTIONS Coach Facts & Data, Next IK Step Improves through PDCA Learner Facts & Data The cycle continues, achieving and setting new target conditions and challenges. IT NEVER STOPS… Adapted from Mike Rother / Improvement Kata Handbook 32
- 34. Roles & Structure The learner and the coach are interdependent, relying on each other for process improvement TC • Learner relies on coach to help Process Understanding & Improvement understand the Improvement Kata • Coach relies on learner to: • come up with solutions that improve the process • help gain deep understanding of the process Adapted from Mike Rother / Improvement Kata Handbook 33
- 35. Roles & Structure There are a couple supporting roles as well: IK Coaching, NOT SOLUTIONS Coach Facts & Data, Next IK Step Improves through PDCA Learner Facts, Data, & Ideas Team Members The team members that work in a process support the learner by helping generate ideas to overcome obstacles Adapted from Mike Rother / Improvement Kata Handbook 34
- 36. Roles & Structure There are a couple supporting roles as well: 2nd Coach IK Coaching, NOT SOLUTIONS Facts & Data, Coach Next IK Step Improves through PDCA Learner Facts, Data, & Ideas Team Members The 2nd coach, typically the coach’s manager / director / VP, coaches the coach! Adapted from Mike Rother / Improvement Kata Handbook 35
- 37. Roles & Structure There are a couple supporting roles as well: Observes 2nd Coach Coach/Learner IK Coaching, interaction NOT SOLUTIONS Facts & Data, Coach Next IK Step Improves through PDCA Learner Facts, Data, & Ideas Team Members The 2nd coach observes the coach/learner interaction, to evaluate how well the coach is keeping the learner in the “improvement corridor” Adapted from Mike Rother / Improvement Kata Handbook 36
- 38. Roles & Structure There are a couple supporting roles as well: Feedback on Coaching Observes 2nd Coach Coach/Learner IK Coaching, interaction NOT SOLUTIONS Facts & Data, Coach Next IK Step Improves through PDCA Learner Facts, Data, & Ideas Team Members The 2nd coach provides the coach with feedback on how to make their coaching more effective Adapted from Mike Rother / Improvement Kata Handbook 37
- 39. Roles & Structure A couple more details… Feedback on Coaching Coaching cycle Observes 2nd Coach Coach/Learner IK Coaching, interaction NOT SOLUTIONS Facts & Data, Coach Next IK Step Improves through PDCA Learner Facts, Data, & Ideas Team Members The learner/coach interaction is called a coaching cycle, and should occur about fifteen minutes, every day, for optimal learning Adapted from Mike Rother / Improvement Kata Handbook 38
- 40. Roles & Structure Takenfrom Mike Rother / Improvement Kata Handbook 39
- 41. Roles & Structure A couple more details… Feedback on Coaching Observes 2nd Coach Coach/Learner IK Coaching, interaction NOT SOLUTIONS 2nd coaching Facts & Data, Coach Next IK Step Improves through PDCA Learner Facts, Data, & Ideas Team Members The coach/2nd coach interaction is called 2nd coaching, and should occur at least weekly to ensure proper process improvement Adapted from Mike Rother / Improvement Kata Handbook 40
- 42. Roles & Structure Learner: scientifically striving for the challenge using the IK. •Looking for cause-and-effect between steps taken and progress toward the target condition Coach: scientifically teaching the learner the IK • Looking for cause-and-effect between the learner’s approach and progress toward the target condition 2nd Coach: scientifically helping the coach be more effective • Looking for cause-and-effect between the coach’s approach and the learner’s development Adapted from Mike Rother / Improvement Kata Handbook 41
- 43. A New WorkStructure The goal is a new type of workday. Improvement is not an occasional project, but a normal part of every day Striving and Learning Reacting The Workday Adapted from Mike Rother / Improvement Kata Handbook 42
- 44. A New WorkStructure Unfortunately, today most companies look more like this: • Reacting to problems has become an accepted cultural norm • The best “firefighters” are considered the most valued employees The Workday Reacting Typical Company Today Adapted from Mike Rother / Improvement Kata Handbook 43
- 45. A New WorkStructure So how do we make THIS look like THIS? Striving & Learning The Reacting Workday HOW? Reacting The Workday Today Tomorrow Adapted from Mike Rother / Improvement Kata Handbook 44
- 46. A New WorkStructure Practice! Adapted from Mike Rother / Improvement Kata Handbook 45
- 47. A New WorkStructure Correct practice makes perfect: w/ Coaching Guidance • slow • fast • difficult • effortless • tentative • confident Adapted from Mike Rother / Improvement Kata Handbook 46
- 48. A New WorkStructure As learners practice, the company transforms: Practicing New New the Mindset Teaches Develops Organizational Improvement & Culture Kata Behavior Striving & Learning Reacting The Workday Aerojet Tomorrow Adapted from Mike Rother / Improvement Kata Handbook 47
- 49. Any Thoughts? Have any thoughts about this presentation? Feedback is welcome! Please send your comments to Tyson Ortiz: tyson.ortiz@aerojet.com Adapted from Mike Rother / Improvement Kata Handbook 48