Lean and Agile software development can help your organization deliver early and often, but that is not sufficient. Without clear and transparent alignment on a strategy, the organization might still end up just keeping itself busy and not achieving the desired results.
Making your strategy happen have two major components that lives in symbiosis; strategy alignment and strategy execution.
Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organization.
Organizations also need to become laboratories, in which they are constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy.
In this session you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.
Make strategy happen with Hoshin Kanri and Toyota Kata Agile AustraliaHåkan Forss
The document is a presentation by Håkan Forss on strategy execution. It discusses three parts of strategy execution: the stroke of the pen involving controllable actions, the whirlwind of everyday operational work, and behavioral change. It emphasizes the importance of establishing daily habits through experiments to drive behavioral change and achieve strategic goals. It also stresses the need for alignment across the organization using approaches like Hoshin Kanri to clarify challenges and ensure resources are focused in the same direction.
From Scooter to Race bike - A Toyota Kata story
This is a story of a teams Improvement Kata journey. You will see how they transitioned from a scooter to a race bike.
This presentation was given as part of the KataSummit 2015 Software Practitioners Panel in Fort Lauderdale 2015-02-19
Kanban Kata - Lean Kanban European Conference Tour 2012Håkan Forss
This document contains slides from a presentation on Kanban and the Improvement Kata. It discusses using daily meetings, improvement experiments, and operations reviews to continuously improve processes according to the Kanban method. The slides cover establishing a target condition to work towards, removing obstacles to workflow, conducting small experiments, and reviewing data regularly to drive incremental improvements. The goal is to develop "muscle memory" for continuous learning and adaptation through established routines.
Don’t we all think that we get more done if we stay busy? We feel good and efficient. We may even get a pat on the back or even a promotion.
But is this good for the company? Is it good for our customers? Are we really optimizing for the whole or are we just keeping ourselves busy?
KATA - Habits for lean learning Agile Australia 2016Håkan Forss
Learn how to build a Lean learning culture at every level of your organisation. In this presentation from the LEGO enthusiast and Agile Coach at King Hakan Forss, you will discover how the Improvement Kata and Coaching Kata can form the foundational habits of a Lean learning organisation. You will be introduced to two core habits and how they will help you to create an organisation of learners that will improve your business.
Toyota kata in knowledge work - European Lean Educator Conference 2014Håkan Forss
* What are the habits, routines, behavior patterns, needed to strive for excellence every day?
* How do we create a culture of continuous learning and improvement?
* The Improvement KATA and the Coaching KATA
* The KATA in knowledge work context
* How to start applying the Improvement KATA and Coaching KATA tomorrow
“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 intense and interactive 90 min session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. We will experience the fundamental behavior patterns at the core of the Toyota Kata methodology: the rapid experimental cycles and the Coaching Dialog. You will gain direct insight into the power of the Improvement Kata and Coaching Kata through repeated personal practice. You will experience how these daily habits or routines will help you to strive towards a state of awesomeness in small experiments focused on learning. Small teams will work together striving to achieve ever higher levels of awesomeness using the Improvement Kata and Coaching Kata, thereby gaining practical hands-on familiarity with Toyota Kata. Learning outcomes: · Provide an introduction to the core routines, mindset, and behavioral practices of Improvement Kata and Coaching Kata. · Allow you to experience the core routines of the of the Improvement Kata and Coaching Kata through interactive, hands-on exercises Who should attend? The target audience are Lean/Agile Coaches, Scrum Masters, managers and anyone interested in continuous learning and improvement methods. Anyone can attend. Prerequisites No prior knowledge needed. If you want to prepare the following two books are highly recommended: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother and Lean Enterprise: How High Performance Organizations Innovate at Scale by Jez Humble, Joanne Molesky, Barry O’Reilly 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.
Toyota Kata - habits for continous learning. Shingo Institue European Confere...Håkan Forss
Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Building on the power of habits, Toyota Kata helps build a daily continuous learning and improvement culture – a kaizen culture.
In this session, Håkan Forss will introduce two main kata* of Toyota Kata – 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 toward 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 leaders in an organization to help the learners learn and improve.
It’s 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 you practice over and over, while striving for perfection. If the kata itself is relatively 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 is different from a routine in that it contains a continuous self-renewal process.
Make strategy happen with Hoshin Kanri and Toyota Kata Agile AustraliaHåkan Forss
The document is a presentation by Håkan Forss on strategy execution. It discusses three parts of strategy execution: the stroke of the pen involving controllable actions, the whirlwind of everyday operational work, and behavioral change. It emphasizes the importance of establishing daily habits through experiments to drive behavioral change and achieve strategic goals. It also stresses the need for alignment across the organization using approaches like Hoshin Kanri to clarify challenges and ensure resources are focused in the same direction.
From Scooter to Race bike - A Toyota Kata story
This is a story of a teams Improvement Kata journey. You will see how they transitioned from a scooter to a race bike.
This presentation was given as part of the KataSummit 2015 Software Practitioners Panel in Fort Lauderdale 2015-02-19
Kanban Kata - Lean Kanban European Conference Tour 2012Håkan Forss
This document contains slides from a presentation on Kanban and the Improvement Kata. It discusses using daily meetings, improvement experiments, and operations reviews to continuously improve processes according to the Kanban method. The slides cover establishing a target condition to work towards, removing obstacles to workflow, conducting small experiments, and reviewing data regularly to drive incremental improvements. The goal is to develop "muscle memory" for continuous learning and adaptation through established routines.
Don’t we all think that we get more done if we stay busy? We feel good and efficient. We may even get a pat on the back or even a promotion.
But is this good for the company? Is it good for our customers? Are we really optimizing for the whole or are we just keeping ourselves busy?
KATA - Habits for lean learning Agile Australia 2016Håkan Forss
Learn how to build a Lean learning culture at every level of your organisation. In this presentation from the LEGO enthusiast and Agile Coach at King Hakan Forss, you will discover how the Improvement Kata and Coaching Kata can form the foundational habits of a Lean learning organisation. You will be introduced to two core habits and how they will help you to create an organisation of learners that will improve your business.
Toyota kata in knowledge work - European Lean Educator Conference 2014Håkan Forss
* What are the habits, routines, behavior patterns, needed to strive for excellence every day?
* How do we create a culture of continuous learning and improvement?
* The Improvement KATA and the Coaching KATA
* The KATA in knowledge work context
* How to start applying the Improvement KATA and Coaching KATA tomorrow
“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 intense and interactive 90 min session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. We will experience the fundamental behavior patterns at the core of the Toyota Kata methodology: the rapid experimental cycles and the Coaching Dialog. You will gain direct insight into the power of the Improvement Kata and Coaching Kata through repeated personal practice. You will experience how these daily habits or routines will help you to strive towards a state of awesomeness in small experiments focused on learning. Small teams will work together striving to achieve ever higher levels of awesomeness using the Improvement Kata and Coaching Kata, thereby gaining practical hands-on familiarity with Toyota Kata. Learning outcomes: · Provide an introduction to the core routines, mindset, and behavioral practices of Improvement Kata and Coaching Kata. · Allow you to experience the core routines of the of the Improvement Kata and Coaching Kata through interactive, hands-on exercises Who should attend? The target audience are Lean/Agile Coaches, Scrum Masters, managers and anyone interested in continuous learning and improvement methods. Anyone can attend. Prerequisites No prior knowledge needed. If you want to prepare the following two books are highly recommended: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother and Lean Enterprise: How High Performance Organizations Innovate at Scale by Jez Humble, Joanne Molesky, Barry O’Reilly 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.
Toyota Kata - habits for continous learning. Shingo Institue European Confere...Håkan Forss
Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Building on the power of habits, Toyota Kata helps build a daily continuous learning and improvement culture – a kaizen culture.
In this session, Håkan Forss will introduce two main kata* of Toyota Kata – 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 toward 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 leaders in an organization to help the learners learn and improve.
It’s 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 you practice over and over, while striving for perfection. If the kata itself is relatively 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 is different from a routine in that it contains a continuous self-renewal process.
Toyota kata – habits for continuous improvements MIX IT 2014-04-29Håkan Forss
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture.
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement?
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, 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 vision, 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 leaders of the organization to help the learners learn and improve.
In this session, we will take Toyota Kata 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 tomorrow.
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.
Ideas for now
•How Toyota Kata can become the catalyst for creating a culture of continuous learning and improvement, a kaizen culture.
•How Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization.
•How the Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve.
•How small daily experiments lower the resistance to change and builds a kaizen culture.
•How to use the great power of habits to build a new culture.
•How to apply the Improvement Kata and Coaching Kata in a software development context
Read more at http://hakanforss.wordpress.com/tag/toyota-kata/
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.
How to improve flow efficiency, remove the red bricks Agile2014Håkan Forss
Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks.
If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where:
* Red = Non value adding waiting time
* Yellow = Non value adding activates required due to how work is organized
* Green = Value adding activities of real customer value
How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks.
In this session, you will be see how flow efficiency can be drastically improve in two concrete examples from two different domains.
First, you will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks.
In the second example, you will see how a Product Development Test Organization reduced lead-time and created time for improvements by focusing on improving flow efficiency.
We will take a close look at the three laws that define the performance of all processes:
* Little’s Law
* Law of bottlenecks
* Law of variation
By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency.
When time is gone, it is gone. Time to start removing the red and yellow bricks
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
Improve productivity, focus on flow - Remove the RED bricks Håkan Forss
Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks.
If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where:
• Red = Non value adding waiting time
• Yellow = Non value adding activates required due to how work is organized
• Green = Value adding activities of real customer value
How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks.
In this session, you will be learn how flow efficiency can be drastically improved in a concrete example.
You will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks.
We will take a close look at the three laws that define the performance of all processes:
• Little’s Law
• Law of bottlenecks
• Law of variation
By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency.
When time is gone, it is gone. Time to start removing the red and yellow bricks
The red brick cancer Lean Agile Scotland 2013-09-19Håkan Forss
Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes?
In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.
Are you too busy to improve #lkse 2014-05-30Håkan Forss
Don’t we all think that we get more done if we stay busy? We feel good and efficient. We get a pat on the back or a nod of approval from the managers when pulling that all-nighter once again. It may feel good and we could even get a raise for being so efficient, but is this good for the company? Is it good for our customers?
Toyota Kata – habits for continuous improvements Lean IT Summit 2013Håkan Forss
Toyota Kata – habits for continuous improvements
Description:
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement?
In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata.
Toyota kata – habits for continuous improvements by Hakan ForssInstitut Lean France
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle.
What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement? In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata. Watch the video of the presentation here: http://youtu.be/MT3qgwzj5nY
More Lean IT videos and presentations on: www.lean-it-summit.com
Learn how to shift your focus from keeping people and equipment busy to having work flowing to your customers without unwanted waiting time and how that new focus will affect your meetings, process management, and metrics.
The Busy Bee Paradox Agile Tour Lille 2014Håkan Forss
The document is a collection of slides created by Håkan Forss on various topics including agile/scrum, lean, kanban and flow. Some key points discussed are:
- King.com is a gaming company with over 200 titles played worldwide and hundreds of millions of average users.
- Flow efficiency measures the percentage of value-added time versus total lead time, which is typically only 1-5% in many processes.
- Improving flow involves reducing wait times and waste, such as queues, unnecessary processing, defects and long feedback cycles.
- Focusing only on local optimizations can undermine the system as a whole; a shared view of end-to-end flow is needed
The red brick cancer ACE! Conf 2013-04-16Håkan Forss
We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. You will learn how to understand and improve the end to end flow in your system.
Make the invisible visible - Visual management in agile product developmentHåkan Forss
Most of today's knowledge work is almost exclusively done digitally. If you would step into an office and try to observe the process you will most likely find it hard to understand what is really happening. Most of the work is as ones and zeros hidden in many different digital repositories.
To create a common and shared understanding in knowledge work we often need to make the invisible visible.
During this session Håkan Forss will share his experiences of creating common and shared understanding of the invisible knowledge work using visual management.
Toyota kata – Agile saturday x 2014 02-15Håkan Forss
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle
What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement?
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, 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 vision, 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 leaders of the organization to help the learners learn and improve.
In this session, we will take Toyota Kata 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 tomorrow.
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.
Experimentation is King Lean Kanban Central Europe 2015Håkan Forss
The document discusses experimentation and an agile approach at King, a mobile game development company. It provides an overview of King, including its history, games, employees and offices around the world. It then discusses the importance of experimentation, describing the typical process of coming up with an idea, building it, releasing it, measuring results, analyzing feedback, and learning. It provides examples of experiments at King and how they iterate based on results. The document also discusses King's values, recruitment process, training programs, and efforts to create an innovative culture through practices like game jams and autonomy.
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.
Presented together with @hakanforss slideshare.net/hkanforss
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013Håkan 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.
Speakers: Mattias Karlsson and Håkan Forss
Handout to print on a3 - Toyota kata puzzle experience Lean Digital Summit Li...Håkan Forss
The document outlines a series of 9 experiments. Each experiment includes questions that will be asked before and after to plan and document the experiment, including what will be done, what is expected, what the result was, and what was learned. The same questions are listed for a baseline and each of the 9 experiments.
Kata experience experimentation form to print on a3Håkan Forss
The document outlines a template for conducting multiple experiments with questions to document the experimental design, expectations, results, and lessons learned. The template includes space to document a baseline and 9 total experiments, each with the same questions around what will be done, expectations, results, and lessons. The experiments also include a section to track changes over time.
This document provides guidance for using the Improvement Kata pattern and reflection questions when practicing kata in the classroom. It includes:
1. A set of 7 reflection questions to ask students after each experiment, focused on understanding the target condition, plan, expectations, results, and lessons learned.
2. An explanation of the 4 steps of the Improvement Kata: grasp the current condition, establish the next target condition, understand the challenge, and experiment toward the target condition.
3. The reflection questions and Improvement Kata steps are printed on cards to provide students for use after conducting experiments.
The red brick cancer - Modern Management Methods UK 2013 11-01Håkan Forss
Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes?
In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.
Toyota kata – habits for continuous improvements MIX IT 2014-04-29Håkan Forss
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture.
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement?
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, 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 vision, 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 leaders of the organization to help the learners learn and improve.
In this session, we will take Toyota Kata 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 tomorrow.
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.
Ideas for now
•How Toyota Kata can become the catalyst for creating a culture of continuous learning and improvement, a kaizen culture.
•How Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization.
•How the Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve.
•How small daily experiments lower the resistance to change and builds a kaizen culture.
•How to use the great power of habits to build a new culture.
•How to apply the Improvement Kata and Coaching Kata in a software development context
Read more at http://hakanforss.wordpress.com/tag/toyota-kata/
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.
How to improve flow efficiency, remove the red bricks Agile2014Håkan Forss
Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks.
If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where:
* Red = Non value adding waiting time
* Yellow = Non value adding activates required due to how work is organized
* Green = Value adding activities of real customer value
How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks.
In this session, you will be see how flow efficiency can be drastically improve in two concrete examples from two different domains.
First, you will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks.
In the second example, you will see how a Product Development Test Organization reduced lead-time and created time for improvements by focusing on improving flow efficiency.
We will take a close look at the three laws that define the performance of all processes:
* Little’s Law
* Law of bottlenecks
* Law of variation
By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency.
When time is gone, it is gone. Time to start removing the red and yellow bricks
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
Improve productivity, focus on flow - Remove the RED bricks Håkan Forss
Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks.
If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where:
• Red = Non value adding waiting time
• Yellow = Non value adding activates required due to how work is organized
• Green = Value adding activities of real customer value
How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks.
In this session, you will be learn how flow efficiency can be drastically improved in a concrete example.
You will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks.
We will take a close look at the three laws that define the performance of all processes:
• Little’s Law
• Law of bottlenecks
• Law of variation
By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency.
When time is gone, it is gone. Time to start removing the red and yellow bricks
The red brick cancer Lean Agile Scotland 2013-09-19Håkan Forss
Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes?
In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.
Are you too busy to improve #lkse 2014-05-30Håkan Forss
Don’t we all think that we get more done if we stay busy? We feel good and efficient. We get a pat on the back or a nod of approval from the managers when pulling that all-nighter once again. It may feel good and we could even get a raise for being so efficient, but is this good for the company? Is it good for our customers?
Toyota Kata – habits for continuous improvements Lean IT Summit 2013Håkan Forss
Toyota Kata – habits for continuous improvements
Description:
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement?
In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata.
Toyota kata – habits for continuous improvements by Hakan ForssInstitut Lean France
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle.
What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement? In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata. Watch the video of the presentation here: http://youtu.be/MT3qgwzj5nY
More Lean IT videos and presentations on: www.lean-it-summit.com
Learn how to shift your focus from keeping people and equipment busy to having work flowing to your customers without unwanted waiting time and how that new focus will affect your meetings, process management, and metrics.
The Busy Bee Paradox Agile Tour Lille 2014Håkan Forss
The document is a collection of slides created by Håkan Forss on various topics including agile/scrum, lean, kanban and flow. Some key points discussed are:
- King.com is a gaming company with over 200 titles played worldwide and hundreds of millions of average users.
- Flow efficiency measures the percentage of value-added time versus total lead time, which is typically only 1-5% in many processes.
- Improving flow involves reducing wait times and waste, such as queues, unnecessary processing, defects and long feedback cycles.
- Focusing only on local optimizations can undermine the system as a whole; a shared view of end-to-end flow is needed
The red brick cancer ACE! Conf 2013-04-16Håkan Forss
We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. You will learn how to understand and improve the end to end flow in your system.
Make the invisible visible - Visual management in agile product developmentHåkan Forss
Most of today's knowledge work is almost exclusively done digitally. If you would step into an office and try to observe the process you will most likely find it hard to understand what is really happening. Most of the work is as ones and zeros hidden in many different digital repositories.
To create a common and shared understanding in knowledge work we often need to make the invisible visible.
During this session Håkan Forss will share his experiences of creating common and shared understanding of the invisible knowledge work using visual management.
Toyota kata – Agile saturday x 2014 02-15Håkan Forss
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle
What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement?
Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, 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 vision, 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 leaders of the organization to help the learners learn and improve.
In this session, we will take Toyota Kata 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 tomorrow.
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.
Experimentation is King Lean Kanban Central Europe 2015Håkan Forss
The document discusses experimentation and an agile approach at King, a mobile game development company. It provides an overview of King, including its history, games, employees and offices around the world. It then discusses the importance of experimentation, describing the typical process of coming up with an idea, building it, releasing it, measuring results, analyzing feedback, and learning. It provides examples of experiments at King and how they iterate based on results. The document also discusses King's values, recruitment process, training programs, and efforts to create an innovative culture through practices like game jams and autonomy.
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.
Presented together with @hakanforss slideshare.net/hkanforss
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013Håkan 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.
Speakers: Mattias Karlsson and Håkan Forss
Handout to print on a3 - Toyota kata puzzle experience Lean Digital Summit Li...Håkan Forss
The document outlines a series of 9 experiments. Each experiment includes questions that will be asked before and after to plan and document the experiment, including what will be done, what is expected, what the result was, and what was learned. The same questions are listed for a baseline and each of the 9 experiments.
Kata experience experimentation form to print on a3Håkan Forss
The document outlines a template for conducting multiple experiments with questions to document the experimental design, expectations, results, and lessons learned. The template includes space to document a baseline and 9 total experiments, each with the same questions around what will be done, expectations, results, and lessons. The experiments also include a section to track changes over time.
This document provides guidance for using the Improvement Kata pattern and reflection questions when practicing kata in the classroom. It includes:
1. A set of 7 reflection questions to ask students after each experiment, focused on understanding the target condition, plan, expectations, results, and lessons learned.
2. An explanation of the 4 steps of the Improvement Kata: grasp the current condition, establish the next target condition, understand the challenge, and experiment toward the target condition.
3. The reflection questions and Improvement Kata steps are printed on cards to provide students for use after conducting experiments.
The red brick cancer - Modern Management Methods UK 2013 11-01Håkan Forss
Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes?
In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.
The document discusses two paths - the dark path and the path of Forss. It notes that the dark path will dominate one's destiny if followed. It also discusses work in process, distinguishing between non-value adding activities like wait time and waste versus value-adding actual demand. Finally, it promotes the path of Forss and provides contact information for Hakan Forss.
May the Forss be with you - Lean Kanban Centeral Europe 2012Håkan Forss
It is a period of process efficiency war. Rebel flow-based change agents, striking with hidden knowledge, have won their first victory against the evil of Resource Efficiency and Big Planning Upfront.
During the battle, Rebel spies managed to uncover the ultimate weapons, the Kanban Method and Toyota Kata.
Pursued by sinister agents of Resource Efficiency, the change agents races home to their teams, custodians of the uncovered weapons that can save the organizations and restore customer delight in the galaxy.
Let’s hear what the Rebel change agent Håkan Forss has to share…
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
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Make strategy happen with hoshin kanri and toyota kata lean agile brighton 2019 10-16
1. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
2. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
3. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
4. Agile Coach
Flow Sensei
The Plumber
Toyota Kata Geek
International Speaker
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
5. I’m a huge LEGO fan!
DISCLAIMER
LEGO® is a trademark of the LEGO
Group, which does not sponsor,
authorize or endorse this presentation.
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
6. “Culture eats strategy for breakfast”
– Peter Drucker
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
7. What eats culture
for breakfast?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
9. Three parts of strategy execution
Stroke of
the Pen
Whirlwind
Behavior
change
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
10. Three parts of strategy execution
Stroke of
the Pen
Controllable actions, e.g.
Expand staff
Invest in new data center
Enter new markets
Invest in new support systems
Change of vendor
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
11. Three parts of strategy execution
Whirlwind
Every day operational work, e.g.
Incident handling
Road map delivery
Solve customer support tickets
Month end financial reporting
Staff meetings
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
12. Three parts of strategy execution
Behavior
change
Behavioural change to achieve our strategy, e.g.
Increase customer satisfaction
Increase average revenue per game
Improve quality
Reduce staff turnover
Reduce lead time
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
13. Daily Work
Working with the
Challenge
Whirlwind
Behavioral Change, e.g.
Increase customer
satisfaction
Increase average
revenue per game
Improve quality
Reduce staff turnover
Reduce lead time
Every day operational work, e.g.
Incident handling
Road map delivery
Solve customer support tickets
Month end financial reporting
Salary review
Staff meetings
15. Hypothesis driven
Systematically Experiment to learn what
means generates what results
Test and verify, don’t assume
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
18. Focus your attention on the means,
not the results
Way of
working and
people’s
behaviors
Outcome
s
Means (leading) Results (lagging)
Our main attention
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
21. Hypothesis
Means -> Result
Doing M will
give R
Do M
Focus on Leading
measurements
Observe
Leading & Lagging
measurements
Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
23. The Spice girls question…
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
24. Tell me what you want
what you really, really want..
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
25. Hoshin Kanri (Strategy Deployment)
Hoshin Kanri means ‘compass management’ and
serves to align the entire organization’s resources
and actions with the strategic challenge.
A strategic planning process whereby strategic
challenges are communicated and translated into
action
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
26. The Importance of Focus
Number of
Challenges
Challenges
achieved
1-3
1-3
4-10
1-2
11-20
0
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
27. Aligned on the strategic Challenge
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
28. Actions that supports the Challenge
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
29. Challenges are set together in dialog
Leaders Challenge with WHAT & WHY
Team Responds with HOW & FEEDBACK
Leaders can veto, but not dictate
Leaders can veto if the team’s Challenge
do not support the main Challenge
But the leaders can’t
dictate the teams Challenge
WHAT & WHY
WHAT & WHY
HOW & FEEDBACK
HOW & FEEDBACK
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
30. Challenge with WHAT & WHY, not HOW
Challenge with
WHAT & WHY
Intent, Boundaries…
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
31. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
32. Respond with HOW & FEEDBACK
Describe HOW &
give FEEDBACK on
Challenge
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
33. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
34. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
35. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What am I not
understanding?
Is the Challenge unclear?
36. Iterate to align
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Ask clarifying
questions
Adjust the challenge
37. Hypothesis
WHAT & WHY
Prediction of
response
Give the
Challenge
Listen to the
HOW & FEEDBACK
Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
52. Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center
Mission:AS11 Roll:44 Frame:6548
Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
56. experiment
Verb /ɪkˈsper.ɪ.ment/
to try something in order
to discover what it is like
or find out more about it.
What is an Experiment?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
57. experiment
Verb /ɪkˈsper.ɪ.ment/
to try something in order
to discover what it is like
or find out more about it.
What is an Experiment?
Good enough for now,
safe enough to try!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
58. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
63. #fail
First Attempt In Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
64. Expect at least 50% of the
experiments should not give the
expected result
This is when we REALLY learn!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
65. Focus process
Continuous Integration process
Challenge
RED is really RED
Target Condition
Achieve by: in one month
40% RED that should have been
GREEN
Actual Condition
55% RED that should have been
GREEN
PDCA Cycle Records
Obstacle parking lot
0%
20%
40%
60%
80%
100%
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
76. Think of every decision as a
Hypothesis that needs to be tested
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
77. Create alignment on the Spice Girls
question through dialog
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
78. Establish daily habits to execute in the
midst of the Whirlwind
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
79. Image courtesy of the Earth Science and Remote Sensing Unit,
NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Composite Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
80. Q & AHåkan Forss
Mail: hakan_forss@hotmail.com
Twitter: @hakanforss
Blog: http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Editor's Notes
Fail = First Attempt In Learning
Fail = First Attempt In Learning
Kanske är det dags att prova ett alternativ till retrospektiv?
Toyota Kata, från boken med samma namn innehåller just ett sådant alternativ
Toyota Kata består av två beteende mönster eller två sk. Kator
In the book “Managing Flow”, Ikujiro Nonaka describes Kata as a traditional Japanese code of knowledge that describes a process of synthesizing thought and behavior in skillful action; the metacognition of reflection in action.
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. Nonaka also describes Kata as different from a routine in that it contains a continuous self-renewal process.
In the book “Managing Flow”, Ikujiro Nonaka describes Kata as a traditional Japanese code of knowledge that describes a process of synthesizing thought and behavior in skillful action; the metacognition of reflection in action.
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. Nonaka also describes Kata as different from a routine in that it contains a continuous self-renewal process.
Vision: Space exploration
Challenge: Go to the moon in this decade
Current Condition: We have rockets that can fly
Target Condition 1: Rocket escape the atmosphere
Target Condition 2: Orbit the earth
Target Condition 3: Humans to orbit the earth
Target Condition 4: Orbit the moon
Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548
http://eol.jsc.nasa.gov/scripts/sseop/photo.pl?mission=AS11&roll=44&frame=6548