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KATA
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- 3. Mike Rother Kata Slides& Graphics for Your Presentations v1.1, August 2014 This collection of basic Improvement Kata / Coaching Kata slides is for use by anyone. You can incorporate any of these PowerPoint-format slides into your own presentations, and adjust them however you like. We’d like to encourage you to post your best Kata-related presentations on SlideShare (www.slideshare.net) so we can learn from you. If you do, please include the following keywords so other Kata practitioners can find and learn from your efforts! Suggested key words: Improvement Kata, Coaching Kata, Toyota Kata
- 4. COPYRIGHT INFORMATION The slidesin this file are licensed under a Creative Commons Attribution license. You are free to copy, remix, transform, build upon and redistribute the slides in any medium or format. The only requirement is to note the original source on each slide you use, for instance by adding “By Mike Rother” in small print somewhere on the slide. Mike Rother
- 5. Here are theslides Remember... it’s about you and your story! Use these slides as some building blocks. The Improvement Kata & Coaching Kata combine a pattern of scientific thinking with principles of deliberate practice, to make scientific thinking something anyone can learn. Mike Rother
- 6. Visible Less Visible Lean tools andtechniques to improve quality,cost and delivery • A systematic, scientific way of thinkingand acting • Managersas the teachers of that way THE FOCUS HERE Mike Rother
- 7. THE IMPROVEMENT KATA The ImprovementKata is a model of the human creative process. It’s a 4-step pattern of establishing target conditions and then working iteratively (scientifically) through obstacles, by learning from them and adapting based on what's being learned. THE COACHING KATA The Coaching Kata is a pattern for managers to follow in teaching the Improvement Kata pattern in daily work, so that it becomes part of an organization's culture. Mike Rother
- 8. CC 1 Understand the Direction 2 Grasp the Current Condition 3 Establish the NextTarget Condition THE FOUR STEPS OF THE IMPROVEMENT KATA MODEL 4 Iterate Toward the Target Condition TC Planning Executing The Improvement Kata model comes from research into how Toyota manages people, which is summarized in the book “Toyota Kata” Mike Rother A systematic, scientific pattern of working
- 9. (1) A ModelA representationof something that occurs in reality. Models help researchersdescribe, predict, test and understand systems. ”Essentially, all models are wrong, but some are useful.” - George E. P. Box (2) Structured Practice Routines Starting routines. Specific training exercisesto develop fundamental skills and mindset, especially at the beginning. These help turn concepts into reality. (3) Organization-Specific Practice Routines As proficiency increases, each organization can evolve the starting practice routines into its own practice routines, to better fit its circumstances and culture. Mike Rother THE TOYOTA KATA RESEARCH & APPROACH
- 10. Improvement Kata Coaching Kata Learner Coach (Manager) Understand the Direction Grasp the Current Condition Establish the Next Target Condition Iterate Towardthe Target Condition ‘Executing’ Coaching Cycles ‘Planning’ Coaching Cycles THE IMPROVEMENT KATA + THE COACHING KATA It’s a management system for developing people to meet challenges Mike Rother
- 11. Understand the Direction (from level above) Graspthe Current Condition Establish the Next Target Condition Toward the Target Condition Organization Level Value Stream Level Value Stream Loop Level Process Level THE IK PATTERN IS USED AT ALL LEVELS PLANNING EXECUTING Mike Rother The content is different, but the pattern of thinking is the same Iterate
- 12. Understand the Direction (from level above) Graspthe Current Condition Establish the Next Target Condition Toward the Target Condition Current State Value Stream Mapping Future State Value Stream Mapping Value Stream Level Value Stream Loop Level Process Level Organization Level THE IK PATTERN CONNECTS THE LEVELS A Target Condition at one level is the Direction for the next level Iterate Longer- Cycle PLANNING EXECUTING Mike Rother Experiments Short- Cycle Experiments
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- 14. WHAT ARE KATA? Kataare structured routines you practice deliberately, especially at the beginning, so their pattern becomes a habit and leaves you with new abilities KATA: • Are typically for learning fundamentals, to build on. • Are a way of transferring skills and developing shared abilities and mindset in a team or organization. “Let’s begin by practicing it this way for a while.” Mike Rother
- 15. Example of a Kata “Let’sbegin by practicing it this way for a while.” Mike Rother
- 16. VIDEO - AWay the Brain Learns (2 minutes) https://www.youtube.com/watch?v=ELpfYCZa87g Also available on the IK/CK YouTube Channel
- 17. • Any complexperformance requires skill. • We develop new skill through practice. • Long time-gaps between practice sessions diminishes the effectiveness of practice. Daily often seems to be a good frequency. • We are not good at self-feedbackto understandwhere we are deviating from good practice and need corrective action. A FEW SKILL-DEVELOPMENT BASICS Mike Rother
- 18. Corrective feedback PRACTICE Daily Mike Rother MASTERY Overcoming obstacles KATA Structured practice routines(beginner) COACHING Q) C D ® 4 INGREDIENTS FOR ACQUIRING NEW SKILLS Brain research is clear: To develop new habits you should practice new routines and experience a progressive sense of mastering them. The following ingredients help us rewire our brain to acquire new skills and mindset.
- 19. ‘Continuous’ means manyminds engaged in improving their processes, and daily cycles of experimentation. Yet our existing work routines rarely include improvement. Systematically and scientifically improving processes is a complex skill set we are not naturally good at! We can learn systematic, scientific improvement through deliberate practice of the Improvement Kata routines WHY KATA FOR CONTINUOUS IMPROVEMENT? Mike Rother
- 20. THE IK &CK INCLUDE PRACTICE ROUTINES The Improvement Kata & Coaching Kata don't just model a way of working, they also include structured practice routines to make their pattern teachable and transferrable. This is a way to build improvement capability into an organization and make effective empowerment possible. Practical Application Mike Rother A team or organization that’s pursuing continuous improvement will do well to use some structured practice routines -- Kata -- for developing new behavior, habits and culture, especially at the beginning.
- 21. THERE ARE PRACTICEROUTINES FOR EACH STEP OF THE IMPROVEMENT KATA See the online Improvement Kata Handbook* The scientific pattern of the Improvement Kata model is universal Structured practice routines are a way to begin to operationalize the IK pattern * http://www-personal.umich.edu/~mrother/Materials_to_Download.html Mike Rother
- 22. KATA ARE LIKEROCKET ENGINES They help you get started Mike Rother Beginners should follow Kata exactly; not deviating from them so the Learner can internalize the patterns. But with increasing proficiency each Learner can start to (within limits) develop their own style. Likewise, over time each organization can evolve the Kata it began with to better suit and mesh with its culture. The original Kata evolve into organization-specific practice routines. KATA
- 23. Since the pathto a challenginggoal cannot be predictedwith exactness, we have to find that path by experimentinglike a scientist. With each insight a scientist adjusts his/her course to take advantage of what has just been learned. The scientific process helps you find the path not by telling you what's ahead. It only confirms or refutes the results of experiments. One trick to making effectiveprogresstoward a goal is not to try to decide the way forward, but to have your team iterate its way forward by experimenting as cheaply and rapidly as possible.This is the action of innovation and it can be taught. Mike Rother THE IMPROVEMENT KATA PATTERN IS A SCIENTIFIC APPROACH
- 24. THERE'S A THRESHOLDOF KNOWLEDGE BETWEEN YOU AND YOUR GOAL It's the point at which you have no facts or data & start guessing Next Target Condition (date) Path isn't knowable in advance Where you want to be next Current Knowledge Threshold ? ? ? Limit of what you currently know Where you are The Goal Mike Rother
- 25. Next Target Condition (date) Uncertainty / LearningZone Where you want to be next Current Knowledge Threshold Condition Now ? Mike Rother ? ? WHAT SHOULD YOU DO AT THE THRESHOLD OF KNOWLEDGE? 1) Acknowledge it. (Difficult to do, until you get into the habit.) Key realization: There's always a threshold of knowledge. 2) Stop and see further by conducting an experiment. Don't deliberate over answers. Deliberate over the next experiment.
- 26. Next Target Condition (date) Current Condition Bill Costantino The GreyZone The Scientific Approach SMALL, RAPID EXPERIMENTS ADVANCE OUR KNOWLEDGE QUICKLY
- 27. Next Target Condition (date) Where you want tobe next Current Knowledge Threshold Where you are now Mike Rother The Scientific Approach SMALL, RAPID EXPERIMENTS ADVANCE OUR KNOWLEDGE QUICKLY
- 28. VIDEO - WorkingIteratively (3 minutes) https://www.youtube.com/watch?v=COKqiFaHm1s Also available on the IK/CK YouTube Channel
- 29. PRACTICING THE IMPROVEMENTKATA TEACHES SCIENTIFIC THINKING Use deliberate practice of the Improvement Kata routines in order to make basic skills of scientific thinking more automatic. That’s the Kata part. Those automatic fundamentalsare then a foundation upon which all sorts of creativity and initiative can proliferate in your team and organization, to achieve what seems impossible. That’s improvisation & creativity! Mike Rother
- 30. Skill development begins here Learningbegins when you start applying the Improvement Kata yourself LEVELS OF IK/CK SKILL DEVELOPMENT To coach the Improvement Kata, managers first need experience with applying the Improvement Kata Able to TEACH it Able to DO it AWARE of it Here you understand the thinking behind the Kata and can teach others Concepts alone generally don’t change anything Able to EVOLVE it Now an organization can evolve its own Kata (practice routines) Mike Rother
- 31. The Learner's Storyboard Startwith this format Mike Rother
- 32. Focus Process: Challenge: TargetCondition Achieveby: Current Condition PDCA Cycles Record ObstaclesParkingLot
- 33. Card is downloadableat: http://www-personal.umich.edu/~mrother/KATA_Files/5Q_Card.pdf Mike Rother
- 34. PDCA CYCLES RECORD(Each row = one experiment) Obstacle: Process: Learner: Coach: Date, step & metric What do we expect? Do a Coaching Cycle Conduct the Experiment What happened What we learned
- 35. The Five CoachingKata Questions and the PDCA Cycles Record are used together Used by the Coach Used by the Learner 5-Question Coaching Dialog Rapid PDCA Cycles Mike Rother
- 36. ASK THE FIVEQUESTIONS AT EACH STEP Mike Rother
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- 38. KATA on apage – Recto – verso!
- 39. CC 1 Understand the Direction 2 Grasp the Current Condition 3 Establish the NextTarget Condition THE FOUR STEPS OF THE IMPROVEMENT KATA MODEL 4 Iterate Toward the Target Condition TC Planning Executing The Improvement Kata model comes from research into how Toyota manages people, which is summarized in the book “Toyota Kata” Mike Rother A systematic, scientific pattern of working
- 40. The Five CoachingKata Questions and the PDCA Cycles Record are used together Used by the Coach Used by the Learner 5-Question Coaching Dialog Rapid PDCA Cycles Mike Rother