This document outlines the key principles of the Improvement Kata and Coaching Kata approach to driving continuous improvement. It discusses how having a clear direction, understanding the current state, and taking an experimental approach are necessary to continuously learn and make progress toward goals. The document also notes that creating real change requires getting outside one's comfort zone. It provides examples showing that thinking you know the answer can prevent learning, and that having a dynamic, adaptive approach is needed to navigate the "knowledge threshold" and unexpected situations that arise when pursuing improvement. Overall, the document promotes the Improvement Kata as a way to systematically practice scientific thinking and lead challenge-driven improvements.
발표자: 송석우(KAIST 박사과정)
발표일: 18.3.12.
영유아기는 발달의 기초를 형성하는 시기로 이 시기에 발생하는 발달문제는 이후의 성장과 학습에도 심각한 문제를 초래할 수 있다. 따라서, 영유아의 발달 지연 또는 발달 장애의 조기 발견(early detection)과 조기 중재(early intervention)를 통해 이후의 문제를 최소화 하는 것이 중요하다.
아동 발달검사 방법으로서 부모보고형 방법이 널리 사용된다. 아동 발달 관련 질문에 부모가 답변함으로써 아동의 현 발달상황을 예측할 수 있다. 하지만, 한 부모의 보고에만 의존하는 경우 주관적인 의견이 많이 반영되거나 혼자만의 기억과 관찰에 의해서 답변되기 때문에 정확도가 낮아질 가능성이 있다. 이러한 문제를 해결하고자 아동발달에 관한 엄마와 아빠, 두 사람의 의견을 모으고 추가적으로 제3자(e.g., 어린이집 선생님, 친척 등)의 의견을 통해 보다 신뢰성있는 발달검사 결과를 얻기 위한 모바일 시스템 BebeCODE 를 제안하였다 [1].
또한, 발달 지연 특히 언어발달이 지연된 아동을 돕기위한 방법으로서 치료사의 직접 중재와 더불어 부모교육 을 통한 간접 중재 방법 역시 자주 사용된다. 이 과정에서 아동이 주도하는 대화법, 아동의 발화 혹은 반응을 기다려 주는 것, 천천히 말해주는 것과 같은 다양한 대화 전략들을 교육받게 되지만, 이러한 전략들을 실제 가정에서, 자신의 아동에게 직접 적용하는 것에 어려움을 겪는 경우가 많다. 따라서 부모-아동의 상호작용에 대해 실시간 피드백을 제공함으로써 가정에서 부모교육의 전략을 적용하는 데 도움을 주는 모바일 시스템 TalkLime 을 제안하였다 [2].
아동은 놀이를 통해서 대부분 학습하고 발달하게 된다. 다양한 놀이 자극을 위해서 엄마와 아빠와의 놀이가 모두 중요하지만, OECD 2015 통계에 의하면 대한민국의 아버지들의 육아 참여시간은 극도로 저조하다. 아버지들이 아동과의 놀이 과정에서 겪는 어려움을 분석하고 이에 도움을 주기 위한 모바일 시스템 PlayBetter을 제안하였다 [3].
박사과정 동안 수행한 모바일 시스템으로 아동의 발달을 보조할 수 있는 기회에 대해서 이야기하고 아동 발달 관련 시스템을 디자인할 때 특히 고려해야 할 점과 현재 진행중인 후속 연구에 대해서 소개 할 것이다.
[1] Seokwoo Song, Juho Kim, Bumsoo Kang, Wonjeong Park, John Kim.
“BebeCode: A System for Collaborative Child Development Tracking”
ACM International Conference on Human Factors in Computing Systems (CHI), 2018
[2] Seokwoo Song, Seungho Kim, John Kim, Wonjeong Park, Dongsun Yim.
“TalkLIME: Mobile System Intervention to Improve Parent-Child Interaction for Children with Language Delay”,
ACM international Joint Conference on Pervasive and Ubiquitous Computing (UBICOMP), 2016
[3] Seokwoo Song, Juho Kim, John Kim
“PlayBetter: A Phone-based Baby Play Support System for Childcare Bystander Parents”,
ACM International Conference on Human Factors in Computing Systems (CHI), 2017 Extended Abstract
This document discusses coaching cycles, which are used to teach the improvement kata through regular practice and feedback. Coaching cycles involve a coach asking a learner five questions at their work process on at least a daily basis. Effective coaching requires the coach to be competent or expert in applying the improvement kata themselves. Coaching cycles provide standardized coaching to help learners develop skills in using the improvement kata for continuous improvement.
Toyota Kata Presentation for ITSM.fi TOP 10 ConferenceTeemu Toivonen
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
Stop doing Retrospective and Start your Toyota KataHåkan Forss
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives!
You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!
Toyota Kata is two behavior patterns, or Kata’s, that is the foundation in Toyota’s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata’s and improves its way of working.
Do or do not. There is no try. —Yoda
This document discusses Toyota's approach of using "kata" or routines to develop skills and ways of thinking to enable continuous improvement, adaptation, and innovation. It summarizes Toyota's "Improvement Kata" as a four-part routine that provides a systematic way for people to navigate unknown territory together. The document advocates practicing the Improvement Kata daily through repetition and coaching to change organizational mindset and culture over time by developing new neural pathways in the brain.
Retrospective on steroids - Toyota KataHåkan Forss
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don't seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata!
Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture.
In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your state of awesomeness in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the agile leaders for creating a culture of continuous improvement, adaption, and innovation.
In this session, Toyota Kata will be taken out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context as a compliment or a replacement of the agile retrospective.
Time to stop collecting problems and start forming new habits of learning and improving!
(*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...Mario Charlin
This document discusses developing lean management through scientific thinking and deliberate practice routines called kata. It introduces the Improvement Kata model which provides a four-step pattern for continuous improvement. While this model is useful, simply explaining it is not enough to change behaviors and thinking. Lastly, it discusses that deliberate practice of routines is needed to develop new ways of thinking and acting since adults have lost their natural, born scientific thinking abilities. Practicing routines helps make scientific thinking a learned skill.
발표자: 송석우(KAIST 박사과정)
발표일: 18.3.12.
영유아기는 발달의 기초를 형성하는 시기로 이 시기에 발생하는 발달문제는 이후의 성장과 학습에도 심각한 문제를 초래할 수 있다. 따라서, 영유아의 발달 지연 또는 발달 장애의 조기 발견(early detection)과 조기 중재(early intervention)를 통해 이후의 문제를 최소화 하는 것이 중요하다.
아동 발달검사 방법으로서 부모보고형 방법이 널리 사용된다. 아동 발달 관련 질문에 부모가 답변함으로써 아동의 현 발달상황을 예측할 수 있다. 하지만, 한 부모의 보고에만 의존하는 경우 주관적인 의견이 많이 반영되거나 혼자만의 기억과 관찰에 의해서 답변되기 때문에 정확도가 낮아질 가능성이 있다. 이러한 문제를 해결하고자 아동발달에 관한 엄마와 아빠, 두 사람의 의견을 모으고 추가적으로 제3자(e.g., 어린이집 선생님, 친척 등)의 의견을 통해 보다 신뢰성있는 발달검사 결과를 얻기 위한 모바일 시스템 BebeCODE 를 제안하였다 [1].
또한, 발달 지연 특히 언어발달이 지연된 아동을 돕기위한 방법으로서 치료사의 직접 중재와 더불어 부모교육 을 통한 간접 중재 방법 역시 자주 사용된다. 이 과정에서 아동이 주도하는 대화법, 아동의 발화 혹은 반응을 기다려 주는 것, 천천히 말해주는 것과 같은 다양한 대화 전략들을 교육받게 되지만, 이러한 전략들을 실제 가정에서, 자신의 아동에게 직접 적용하는 것에 어려움을 겪는 경우가 많다. 따라서 부모-아동의 상호작용에 대해 실시간 피드백을 제공함으로써 가정에서 부모교육의 전략을 적용하는 데 도움을 주는 모바일 시스템 TalkLime 을 제안하였다 [2].
아동은 놀이를 통해서 대부분 학습하고 발달하게 된다. 다양한 놀이 자극을 위해서 엄마와 아빠와의 놀이가 모두 중요하지만, OECD 2015 통계에 의하면 대한민국의 아버지들의 육아 참여시간은 극도로 저조하다. 아버지들이 아동과의 놀이 과정에서 겪는 어려움을 분석하고 이에 도움을 주기 위한 모바일 시스템 PlayBetter을 제안하였다 [3].
박사과정 동안 수행한 모바일 시스템으로 아동의 발달을 보조할 수 있는 기회에 대해서 이야기하고 아동 발달 관련 시스템을 디자인할 때 특히 고려해야 할 점과 현재 진행중인 후속 연구에 대해서 소개 할 것이다.
[1] Seokwoo Song, Juho Kim, Bumsoo Kang, Wonjeong Park, John Kim.
“BebeCode: A System for Collaborative Child Development Tracking”
ACM International Conference on Human Factors in Computing Systems (CHI), 2018
[2] Seokwoo Song, Seungho Kim, John Kim, Wonjeong Park, Dongsun Yim.
“TalkLIME: Mobile System Intervention to Improve Parent-Child Interaction for Children with Language Delay”,
ACM international Joint Conference on Pervasive and Ubiquitous Computing (UBICOMP), 2016
[3] Seokwoo Song, Juho Kim, John Kim
“PlayBetter: A Phone-based Baby Play Support System for Childcare Bystander Parents”,
ACM International Conference on Human Factors in Computing Systems (CHI), 2017 Extended Abstract
This document discusses coaching cycles, which are used to teach the improvement kata through regular practice and feedback. Coaching cycles involve a coach asking a learner five questions at their work process on at least a daily basis. Effective coaching requires the coach to be competent or expert in applying the improvement kata themselves. Coaching cycles provide standardized coaching to help learners develop skills in using the improvement kata for continuous improvement.
Toyota Kata Presentation for ITSM.fi TOP 10 ConferenceTeemu Toivonen
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
Stop doing Retrospective and Start your Toyota KataHåkan Forss
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives!
You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata!
Toyota Kata is two behavior patterns, or Kata’s, that is the foundation in Toyota’s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata’s and improves its way of working.
Do or do not. There is no try. —Yoda
This document discusses Toyota's approach of using "kata" or routines to develop skills and ways of thinking to enable continuous improvement, adaptation, and innovation. It summarizes Toyota's "Improvement Kata" as a four-part routine that provides a systematic way for people to navigate unknown territory together. The document advocates practicing the Improvement Kata daily through repetition and coaching to change organizational mindset and culture over time by developing new neural pathways in the brain.
Retrospective on steroids - Toyota KataHåkan Forss
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don't seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata!
Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture.
In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your state of awesomeness in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the agile leaders for creating a culture of continuous improvement, adaption, and innovation.
In this session, Toyota Kata will be taken out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context as a compliment or a replacement of the agile retrospective.
Time to stop collecting problems and start forming new habits of learning and improving!
(*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...Mario Charlin
This document discusses developing lean management through scientific thinking and deliberate practice routines called kata. It introduces the Improvement Kata model which provides a four-step pattern for continuous improvement. While this model is useful, simply explaining it is not enough to change behaviors and thinking. Lastly, it discusses that deliberate practice of routines is needed to develop new ways of thinking and acting since adults have lost their natural, born scientific thinking abilities. Practicing routines helps make scientific thinking a learned skill.
The document introduces the concept of the "Improvement Kata" which is a routine used to make scientific learning and striving for improvement a daily habit. It does this by framing challenges as learning tasks that are challenging but solvable, without a known solution. This helps ordinary people become innovators by not having preconceptions about what cannot be done. Examples are given of how companies focused on customer needs rather than specific product solutions were able to drive innovation. The Improvement Kata is presented as a way to continuously unfold extraordinary human capabilities.
O documento descreve o que é kamishibai e como pode ser usado para apoiar a implementação e manutenção de manufatura enxuta. Originalmente usado no Japão antigo para contar histórias, o kamishibai foi adotado pela Toyota como uma forma criativa e lúdica de realizar auditorias nas fábricas para garantir que os processos estejam funcionando conforme planejado.
The continuous innovation model - combining Toyota Kata and TRIZ Teemu Toivonen
Companies are facing increasingly tough competition in the global economy. Previously sustainable competitive advantage strategies are insufficient in the changed market conditions. The only sustainable advantage is continuous innovation at a faster pace than rival organizations. This requires a systematic approach to innovation and engaging staff on all levels to effectively take part in the innovation efforts.
Toyota Kata is proven and highly successful method for continuous improvement at the whole organization level. Toyota Kata was discovered by Mike Rother while he researched Toyota’s quality improvement methods. It is a holistic system method for improvement efforts which contains processes and behavioral patterns for strategically aligned goal setting, problem solving, coaching, management and training. It is a simple and teachable approach which also covers the management of improvement efforts. The downside of the approach is its focus on incremental improvement instead of breakthrough innovation.
The approach can be improved by adding TRIZ techniques like contradiction analyses, FAA, inventive principles and trends of evolution to various parts of the method. This approach will allow to keep the benefits of the Toyota Kata approach while changing the focus from incremental improvement to true innovation. The combined approach is also better suited for the more complex problems of today’s knowledge workers. Toyota Kata can also be used as method for introducing and training TRIZ to the organization in an effective and incremental way.
The combined method for continuous innovation can be further improved with the Lean Startup methods to validate the solutions. The Lean Startup experimentation approach is geared to design quick and inexpensive approaches for the market validations of service, management and software innovations.
DevOps is much more than tooling and technical details, it’s first and foremost a cultural and operational shift. This deck was given at www.devopscon.com, and covers some of the principles and best practices preached for by devops thought leaders such as John Allspaw, Jesse Robbins, Adrian Cockroft, Jez Humble and others.
Toyota Kata 5 key Factors for Successful Advance GroupsBeth Carrington
This document outlines five key factors for successful deployment of Toyota Kata: 1) relevancy, 2) having the right people in the right roles, 3) close-in target conditions, 4) frequent and rapid PDCA cycles, and 5) purposeful coaching cycles. Advance groups are charged with actively monitoring and guiding the organization's kata deployment to achieve a "tipping point" where kata activities are embedded in everyone's daily work of managing processes and developing people. Keeping these five factors in play will help advance groups drive kata activities from being "something extra" to the "usual thing" that is done.
Toyota Kata - from "Lean Implementation" to a "lasting Lean Transformatio…Dario Spinola
This is an introductory presentation about Toyota Kata and its approach to deliberately developing skills for consistently and sustainably achieving challenging target conditions, in the contrast of usual lean implementation projects.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
Transformation vs adoption agile india 2014 :How to use the Culture ModelEbin John Poovathany
This presentation is about getting to know about the culture models and the impact of that in the agile transformation and adoption. You will get some easy to use and handy tools which can be used to turn around your transformation and Adoption.
The document discusses several key factors for predicting successful startups and companies. The three most important factors are the market, team, and execution. A great market is underserved, growing, and highly fragmented. A great team is hungry, passionate, and has domain expertise. Great execution involves bold ideas, a culture of innovation, quick iteration, listening, and repeating successes. The document also discusses reasons why startups may fail such as a bad idea, poor execution, or outside factors like competitors or disruptive technologies.
Adopting Devops , Stories from the trenchesKris Buytaert
As presented at Baltic Devops in Talllinn ,
Starting with devops is either the most trivial, or the hardest thing to do.
This talk will teach you a number of tricks on how to make life easier for your team. How to work together with your management and how to convince them devops is a relevant thing
5 Steps for a High-Performing DevOps CultureJumpCloud
As DevOps practitioners, we must strive to build an organization that is fast, safe, resilient, and continuously improving to best serve our customers. The results of this ensure quality, create competitive advantage, empower an energized and committed workforce, and uncover the truth.
Here are five steps you can implement for a high-performing DevOps Culture.
This is the presentation that I gave at Agile India 2014 in Bangalore on integrating Lean UX process in to capital markets clients during 2013. Here for historical purposes, and the lessons apply still.
SMAC: The Key to Getting Traction with DevOpsDevOps Ltd.
A classic tl:dr for DevOps is the acronym CAMS: Culture, Automation, Measurement, Sharing. I argue this oversimplification is hurting adoption of and causing confusion around DevOps. My presentation is focused around presenting SMAC as acronym for both describing what DevOps is and the recipe for progression from mere familiarity to ingrained practice and change. I'll also introduce the lasting effect of implementation in my experience as a final C - Confidence - the real impact on the bottom line. Starting with culture is a non-starter, starting with sharing just works. The concepts presented align with stories I've seen such as The Phoenix Project and other case studies from HP and Etsy, and summarize personal experience with my own enterprise clients.
More than Technology - The Culture of DevOpsBob Sokol
This document provides information about a presentation on DevOps culture. It includes details about the speaker, Don Demcsak, and his background. The presentation discusses challenges with traditional IT structures and how DevOps transforms people, processes, and tools to break down silos and enable continuous delivery of updates. It provides examples of metrics used to measure success and cases studies from DevOps implementations.
How to move forward to a DevOps Culture?Derya SEZEN
This document outlines five principles for moving to a DevOps culture: embrace change and experimentation, automate everything, remove waste and decrease oscillations, implement measurement, and promote open information sharing and collaboration. It provides examples of practices like infrastructure-as-code, continuous delivery, and test automation that can be implemented on pilot projects to help adapt the culture. The overall message is that organizations must embrace these DevOps principles and adapt or risk falling behind.
The document discusses rebooting leadership for DevOps success. It emphasizes creating a team that respects each other and shares values to deliver value to consumers quickly and with high quality. The summary focuses on delivering value to consumers through continuous delivery by empowered autonomous teams that collaborate well and share knowledge.
The document provides guidance on the full recruitment process from preparation to talent induction. It emphasizes understanding competency models and local needs before recruitment. Preparation includes training interviewers. The recruitment process involves engaging potential candidates through events and maintaining contact with past exchange participants. Talent planning identifies committee needs and creates job descriptions. Talent marketing segments the talent pool and engages candidates from engagement activities and returned exchange participants. The goal is to fill positions with candidates that fit the organization's culture and strategy.
10 steps to achieving your life dreams workbookJon Bartos
Based on the latest research in goal setting and achievement - this work book is to walk you through - a detailed plan of how to achieve - in 10 simple steps - the life you want.
The document introduces the concept of the "Improvement Kata" which is a routine used to make scientific learning and striving for improvement a daily habit. It does this by framing challenges as learning tasks that are challenging but solvable, without a known solution. This helps ordinary people become innovators by not having preconceptions about what cannot be done. Examples are given of how companies focused on customer needs rather than specific product solutions were able to drive innovation. The Improvement Kata is presented as a way to continuously unfold extraordinary human capabilities.
O documento descreve o que é kamishibai e como pode ser usado para apoiar a implementação e manutenção de manufatura enxuta. Originalmente usado no Japão antigo para contar histórias, o kamishibai foi adotado pela Toyota como uma forma criativa e lúdica de realizar auditorias nas fábricas para garantir que os processos estejam funcionando conforme planejado.
The continuous innovation model - combining Toyota Kata and TRIZ Teemu Toivonen
Companies are facing increasingly tough competition in the global economy. Previously sustainable competitive advantage strategies are insufficient in the changed market conditions. The only sustainable advantage is continuous innovation at a faster pace than rival organizations. This requires a systematic approach to innovation and engaging staff on all levels to effectively take part in the innovation efforts.
Toyota Kata is proven and highly successful method for continuous improvement at the whole organization level. Toyota Kata was discovered by Mike Rother while he researched Toyota’s quality improvement methods. It is a holistic system method for improvement efforts which contains processes and behavioral patterns for strategically aligned goal setting, problem solving, coaching, management and training. It is a simple and teachable approach which also covers the management of improvement efforts. The downside of the approach is its focus on incremental improvement instead of breakthrough innovation.
The approach can be improved by adding TRIZ techniques like contradiction analyses, FAA, inventive principles and trends of evolution to various parts of the method. This approach will allow to keep the benefits of the Toyota Kata approach while changing the focus from incremental improvement to true innovation. The combined approach is also better suited for the more complex problems of today’s knowledge workers. Toyota Kata can also be used as method for introducing and training TRIZ to the organization in an effective and incremental way.
The combined method for continuous innovation can be further improved with the Lean Startup methods to validate the solutions. The Lean Startup experimentation approach is geared to design quick and inexpensive approaches for the market validations of service, management and software innovations.
DevOps is much more than tooling and technical details, it’s first and foremost a cultural and operational shift. This deck was given at www.devopscon.com, and covers some of the principles and best practices preached for by devops thought leaders such as John Allspaw, Jesse Robbins, Adrian Cockroft, Jez Humble and others.
Toyota Kata 5 key Factors for Successful Advance GroupsBeth Carrington
This document outlines five key factors for successful deployment of Toyota Kata: 1) relevancy, 2) having the right people in the right roles, 3) close-in target conditions, 4) frequent and rapid PDCA cycles, and 5) purposeful coaching cycles. Advance groups are charged with actively monitoring and guiding the organization's kata deployment to achieve a "tipping point" where kata activities are embedded in everyone's daily work of managing processes and developing people. Keeping these five factors in play will help advance groups drive kata activities from being "something extra" to the "usual thing" that is done.
Toyota Kata - from "Lean Implementation" to a "lasting Lean Transformatio…Dario Spinola
This is an introductory presentation about Toyota Kata and its approach to deliberately developing skills for consistently and sustainably achieving challenging target conditions, in the contrast of usual lean implementation projects.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
Transformation vs adoption agile india 2014 :How to use the Culture ModelEbin John Poovathany
This presentation is about getting to know about the culture models and the impact of that in the agile transformation and adoption. You will get some easy to use and handy tools which can be used to turn around your transformation and Adoption.
The document discusses several key factors for predicting successful startups and companies. The three most important factors are the market, team, and execution. A great market is underserved, growing, and highly fragmented. A great team is hungry, passionate, and has domain expertise. Great execution involves bold ideas, a culture of innovation, quick iteration, listening, and repeating successes. The document also discusses reasons why startups may fail such as a bad idea, poor execution, or outside factors like competitors or disruptive technologies.
Adopting Devops , Stories from the trenchesKris Buytaert
As presented at Baltic Devops in Talllinn ,
Starting with devops is either the most trivial, or the hardest thing to do.
This talk will teach you a number of tricks on how to make life easier for your team. How to work together with your management and how to convince them devops is a relevant thing
5 Steps for a High-Performing DevOps CultureJumpCloud
As DevOps practitioners, we must strive to build an organization that is fast, safe, resilient, and continuously improving to best serve our customers. The results of this ensure quality, create competitive advantage, empower an energized and committed workforce, and uncover the truth.
Here are five steps you can implement for a high-performing DevOps Culture.
This is the presentation that I gave at Agile India 2014 in Bangalore on integrating Lean UX process in to capital markets clients during 2013. Here for historical purposes, and the lessons apply still.
SMAC: The Key to Getting Traction with DevOpsDevOps Ltd.
A classic tl:dr for DevOps is the acronym CAMS: Culture, Automation, Measurement, Sharing. I argue this oversimplification is hurting adoption of and causing confusion around DevOps. My presentation is focused around presenting SMAC as acronym for both describing what DevOps is and the recipe for progression from mere familiarity to ingrained practice and change. I'll also introduce the lasting effect of implementation in my experience as a final C - Confidence - the real impact on the bottom line. Starting with culture is a non-starter, starting with sharing just works. The concepts presented align with stories I've seen such as The Phoenix Project and other case studies from HP and Etsy, and summarize personal experience with my own enterprise clients.
More than Technology - The Culture of DevOpsBob Sokol
This document provides information about a presentation on DevOps culture. It includes details about the speaker, Don Demcsak, and his background. The presentation discusses challenges with traditional IT structures and how DevOps transforms people, processes, and tools to break down silos and enable continuous delivery of updates. It provides examples of metrics used to measure success and cases studies from DevOps implementations.
How to move forward to a DevOps Culture?Derya SEZEN
This document outlines five principles for moving to a DevOps culture: embrace change and experimentation, automate everything, remove waste and decrease oscillations, implement measurement, and promote open information sharing and collaboration. It provides examples of practices like infrastructure-as-code, continuous delivery, and test automation that can be implemented on pilot projects to help adapt the culture. The overall message is that organizations must embrace these DevOps principles and adapt or risk falling behind.
The document discusses rebooting leadership for DevOps success. It emphasizes creating a team that respects each other and shares values to deliver value to consumers quickly and with high quality. The summary focuses on delivering value to consumers through continuous delivery by empowered autonomous teams that collaborate well and share knowledge.
The document provides guidance on the full recruitment process from preparation to talent induction. It emphasizes understanding competency models and local needs before recruitment. Preparation includes training interviewers. The recruitment process involves engaging potential candidates through events and maintaining contact with past exchange participants. Talent planning identifies committee needs and creates job descriptions. Talent marketing segments the talent pool and engages candidates from engagement activities and returned exchange participants. The goal is to fill positions with candidates that fit the organization's culture and strategy.
10 steps to achieving your life dreams workbookJon Bartos
Based on the latest research in goal setting and achievement - this work book is to walk you through - a detailed plan of how to achieve - in 10 simple steps - the life you want.
This is a leadership program for the volunteer leaders of the Gold Wing Road Riders Association. It trains and coaches them to use the same principles we use when we ride to lead their Association and its Members.
Designed and Conducted by: Intentional Achievements
www.IntentionalAchievements.com
There are four different alternative ways of answering our questioJASS44
The document provides guidance on developing a 3-step strategic planning process. It outlines collecting data through a survey with 12 questions on various topics. 50 Facebook users completed the survey, with most responses from females. The group is in the process of coding the qualitative survey responses into numerical values to analyze for correlations between variables like divorce and military deployments using statistical tests.
Just last week, two of Randel's Skinny On e-books, Skinny on Time Management and Skinny on Willpower, were in the top 100 best sellers on Amazon.com for Chinese best sellers. The only other non-Asian authors on the list were Arthur Conan Doyle and Ernest Hemingway, neither of whom had more than one book on the list.
Randel's popularity in China has led to requests for speaking engagements and in June Randel will be teaching a two-day "mini MBA" course at Translegal China in Shanghai.
¿What are our real motivations behind each design?
What influence does our world-vision have on this? How do our daily objectives & criteria fit in all this? If our vision is programmed, in great part by the "consumer dream" of our present culture ... How can we really change it?
Even though we might have good information & good intention, it's inevitable that we go dragging behind us many habits, patterns & ways of thinking that aren't very permacultural ...
Sprint to Habits. As easy as 1,2,3 (Exo-World Talk)Bryan Cassady
The document discusses running habit-building sprints. It provides an overview of a four-step process for building habits: 1) identify specific behaviors, 2) facilitate skills and willingness, 3) create triggers, and 4) provide reinforcement. Sprints can contribute to this process by providing learning through doing, building confidence and motivation with quick wins, and daily check-ins to reinforce behaviors during the sprint. However, sprints alone may not be enough, as reinforcement is usually not provided after the sprint. The document suggests adding strategic elements before, during, and after sprints to better utilize them for long-term habit building.
The document discusses how to evaluate designs in a continuous process. It explores developing skills to accurately evaluate progress and be ready to redirect resources in response to changes. The class looks at tools for flexible creation when dealing with complex, ever-changing systems. Criteria for evaluation include sustainability, vision, objectives, and personal expression. Guidelines are given on clarifying vision and objectives from the start.
Resistance to change is driven by the divide between individual and collective agendas. Regardless of your role, the ‘Change Gap’ is taking a toll on you. Assess, understand and bridge the Change Gap. Understand why change fails and how to overcome resistance.
This document provides a step-by-step guide for achieving goals. It outlines that people often fail at New Year's resolutions by trying to do too much at once, getting overwhelmed, and quitting. The guide recommends setting one or two specific, measurable goals and one to three actions to achieve each goal. It also advises creating a "baseline" goal that can be achieved even on busy weeks and a more challenging "stretch" goal. The document includes templates for writing down goals and tracking daily progress over four weeks to stay accountable.
Deliberate focus to get better by knowing what to get better at and how to get better, by self, through others and making others better and to focus on improvement every hour.
Getting better at work requires a deliberate strategy beyond just working harder. It involves developing a "get better model" (GBM) with four key components: 1) Getting better by yourself through daily reviews, 2) Leveraging others to get better, 3) Helping others get better to multiply efforts, and 4) Creating and implementing a get-better plan. Effective reviews focus on understanding the method of finding answers, not just the answers themselves. Reflection improves core capabilities so the right methods are used from the start. Deliberate practice of reviews and reflection using questions like "What could I have done for a better outcome?" is needed to continuously get better.
This document discusses metrics and measurement for startups. It emphasizes that companies should choose metrics carefully and measure things that truly matter for the business. It recommends identifying a "North Star" metric that reflects overall business success, and then determining the 1-3 key drivers of that metric across the company. Regular growth meetings should be held to track progress on experiments and ensure everyone understands how their work impacts the North Star metric. Establishing this process can help accelerate learning and focus the entire company on the most important work.
The document outlines a 6-week challenge to increase daily physical activity. It provides goals to achieve 11,500-12,000 daily moves by the end of the challenge. Participants can earn rewards for meeting weekly activity milestones. The challenge involves tracking daily activity using a wearable device and online dashboard. Teams will compete based on average weekly miles, with the top team winning a prize.
This document outlines strategies for effective time management. It discusses identifying time wasters like worry, interruptions, and procrastination. It promotes creating a daily schedule and prioritizing important tasks. The document also emphasizes living a balanced life and focusing on important but not urgent activities to be productive rather than reactive. Key strategies include committing to improving 3 things over 3 weeks, utilizing a time management matrix, and stopping unproductive habits. The overall message is that planning and organization are essential for making the most of one's limited time.
A dozen questions every contractor should askKen Anderson
The document outlines a 12-step process for planning, implementing, and evaluating projects and goals. It includes steps for defining a vision and mission statement, setting objectives and measurable goals, identifying available resources and a budget, planning steps and potential problems/solutions, keeping a journal, evaluating changes and performance against goals, and identifying lessons for future projects. The document encourages practicing this process to complete tasks more quickly and successfully. It then suggests some sample community projects to get started applying the process.
A dozen questions every contractor should askguesta5eb07c
Based on the thought process used to train people in the best Leadership training organization in the world, the US Jaycees (aka the Junior Chamber).
This process can be used for managing projects, to building businesses, to establishing a personal life plan. Simply ask the questions, answer them, write down the answers, and keep a journal.
1) The document outlines an AIESEC conference focused on leadership, learning, and innovation.
2) It describes various sessions at the conference around developing leadership skills and strengths.
3) It includes an exercise where participants rank the importance of items needed to survive on a simulated moon landing, intended to demonstrate the value of collaboration over working individually.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JO...essorprof62
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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Learn scientific thinking
by practicing the
Improvement Kata
& Coaching Kata
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A presentation by
Joakim Hillberg
and
Pia Anhede
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May 2014
Revere AB
Göteborg, Sweden
joakim@hillberg.com pia@anhede.com
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Organizations Disappear
Lifeexpectancyisabout12-15yearsanddecreasing…
RIP
A lot of good
ideas but bad
habits and little
improvement
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Leaders want a magic pill or simple
formula for success … but there is none !
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So what should we do?
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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!
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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)
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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 ?
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So Lean sounds great but there are
challenges in making it happen
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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.
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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
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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.
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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
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What’s the problem with improving via
random suggestions & eliminating waste?
Graphic from a post on Linkedin
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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 …
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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!
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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
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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
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Good. Can we get going now? (action plan)
We know where we are and where we are going!
Typical Action Plan
Well, not quite...
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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
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If you wrote the wrong sum
How do you feel ?
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Not so bad,
it’s just chance
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- Question 2 -
2, 4, 6, 8, 10, 12, ?
What will be the next number in this series ?
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Question 2
2, 4, 6, 8, 10, 12, 2
Those who wrote the wrong number ...
How do you feel this time?
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Hey!
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How are these
two scenarios different?
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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
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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.
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And thinking you know how to get there
in advance is just waste!
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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
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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
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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…
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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
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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
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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
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How humans learn skills & change:
Findings from brain research
On Next
Page
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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
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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)
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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!
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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
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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
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