“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.
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
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
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/
The Busy Bee Paradox Agile Tour Lille 2014Håkan Forss
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?
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?
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
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.
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
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
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
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/
The Busy Bee Paradox Agile Tour Lille 2014Håkan Forss
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?
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?
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
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.
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
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.
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.
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.
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.
Kanban Kata - Lean Kanban European Conference Tour 2012Håkan Forss
This SlideShare is the updated version of the presentation I gave at Lean Kanban France 2012 (#LKFR12), Lean Kanban Central Europe 2012 (#LKCE12) and Lean Kanban Netherlands 2012 (#LKNL12)
Kanban Kata is a guided approach to how to improve collaboratively using the scientific method.
In this session you will learn how combine the power of the Kanban Method and Toyota Kata. You will see how Toyota Kata is used as the scientific method that guides your improvements efforts in Kanban.
First you will be introduced to Toyota Kata, from Mike Rother's book with the same name. You will learn the different parts of the Toyota Kata and why it will help you focus your learning and improvement work. You will see how Toyota Kata can be applied in software development and how it is used as the scientific method, that in a very focused way guides you in your improvement work in Kanban.
In the second part of this session you will join a fictitious company that uses Kanban Kata in a series of dialogs. These dialogs are based on real conversations and will demonstrate how the Kanban Kata is used in practice.
Do or do not. There is no try. —Yoda
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.
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
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...Håkan Forss
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
Lean and Agile software development can help your organisation deliver early and often, but this is not sufficient. Without clear and transparent alignment on a strategy, the organisation might still just end up keeping itself busy and not achieving the desired results.
Making your strategy happen involves two major, symbiotic components: 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 organisation.
Organisations also need to become laboratories: 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.
“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.
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 – 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
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
Developing games for the high demand, fast moving mobile market, is truly a challenge. Creating moments of magic is the art of finding the right trade-off between polish and time to feedback.
King have developed over 190 games, including the world famous Candy Crush. In this session, we will share our recent experience in how to use evolutionary and experimental approaches in order to deliver disruptive innovation as well as continuous improvements. We will share insights in why Culture is King when you want to create an ever learning and evolving organization.
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
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.
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.
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.
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.
Kanban Kata - Lean Kanban European Conference Tour 2012Håkan Forss
This SlideShare is the updated version of the presentation I gave at Lean Kanban France 2012 (#LKFR12), Lean Kanban Central Europe 2012 (#LKCE12) and Lean Kanban Netherlands 2012 (#LKNL12)
Kanban Kata is a guided approach to how to improve collaboratively using the scientific method.
In this session you will learn how combine the power of the Kanban Method and Toyota Kata. You will see how Toyota Kata is used as the scientific method that guides your improvements efforts in Kanban.
First you will be introduced to Toyota Kata, from Mike Rother's book with the same name. You will learn the different parts of the Toyota Kata and why it will help you focus your learning and improvement work. You will see how Toyota Kata can be applied in software development and how it is used as the scientific method, that in a very focused way guides you in your improvement work in Kanban.
In the second part of this session you will join a fictitious company that uses Kanban Kata in a series of dialogs. These dialogs are based on real conversations and will demonstrate how the Kanban Kata is used in practice.
Do or do not. There is no try. —Yoda
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.
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
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...Håkan Forss
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
Lean and Agile software development can help your organisation deliver early and often, but this is not sufficient. Without clear and transparent alignment on a strategy, the organisation might still just end up keeping itself busy and not achieving the desired results.
Making your strategy happen involves two major, symbiotic components: 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 organisation.
Organisations also need to become laboratories: 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.
“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.
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 – 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
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
Developing games for the high demand, fast moving mobile market, is truly a challenge. Creating moments of magic is the art of finding the right trade-off between polish and time to feedback.
King have developed over 190 games, including the world famous Candy Crush. In this session, we will share our recent experience in how to use evolutionary and experimental approaches in order to deliver disruptive innovation as well as continuous improvements. We will share insights in why Culture is King when you want to create an ever learning and evolving organization.
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
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 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
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.
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)EmielVanEst
Since 2011 the Toyota Kata Unified Theory has helped me in explaining the Improvement Kata. After some time I ran into obstacles, particularly when I started moving towards policy deployment. In this slide deck I share some insights that have brought me further.
Toyota Kata How to Use the Key Improvement Kata FormsRichardCGreen
The standard Improvement Kata / Coaching Kata forms in this SlideShare help you operationalize the IK/CK patterns in your organization. They are being used by Kata practitioners worldwide, and within the A3 format
Creating an organizational culture of improvement, adaptation and innovation means developing scientific skills and habits through practice. The Improvement Kata and Coaching Kata finally give us a way to do that.
ITSM.fi breakfast seminar about learning organizations and Toyota KataTeemu Toivonen
The slides for the ITSM.fi breakfast seminar about the capabilities of learning organisations and the Toyota Kata way of problem solving and managing. The new addition to this presentation was a play to highlight the differences in traditional management and Toyota Kata coaching.
Summary of Toyota Kata by Mike Rother with excerpts from Puppet Lab 2016 State of DevOps report and questions about SaaS vs. Manufacturing and using kata for DevOps.
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.
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 Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
18. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
19. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
20. 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
21. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
22. What is a Kata?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
23. What is a Kata?
Synthesizing thought and
behavior in skillful action;
the metacognition of
reflection in action
Ikujiro Nonaka - Managing Flow
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
24. Wax on, wax off
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
25. Create ”muscle memory”
for continuous improvements
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
26. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
36. 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
37. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
38. Leader coaching the learners
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
39. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
59. Focus process
Continuous Integration process
Challenge
RED is really RED
Target Condition
Achieve by:
Actual Condition PDCA Cycle Records
Obstacle parking lot
???
Grasp Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
60. We don’t really know!
Grasp Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
62. Focus process
Continuous Integration process
Challenge
RED is really RED
Target Condition
Achieve by:
Actual Condition
70% 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
64. Our next target
condition is… Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
65. Focus process
Continuous Integration process
Challenge
RED is really RED
Target Condition
Achieve by:
Actual Condition
70% RED that should
have been GREEN
PDCA Cycle Records
Obstacle parking lot
0%
20%
40%
60%
80%
100%
Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
66. 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
70% RED that should
have been GREEN
PDCA Cycle Records
Obstacle parking lot
0%
20%
40%
60%
80%
100%
Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
67. Target Condition
40% that should have
been
Current Condition
70% that should have
been
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
69. Target Condition
40% that should have
been
Current Condition
70% that should have
been
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
70. Target Condition
40% that should have
been
Current Condition
65% that should have
been
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
71. 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
65% 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
72. Still not so fast
Motivation is still low
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
73. Obstacle 1
Obstacle 2
Too busy to improve!!
Obstacle 3
Obstacle 4
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
74. 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
65% RED that should
have been GREEN
PDCA Cycle Records
Obstacle parking lot
0%
20%
40%
60%
80%
100%
Set the Next
Target
Condition
MEET EVERY DAY
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
75. Target Condition
40% that should have
been
Current Condition
60% that should have
been
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
76. Target Condition
40% that should have
been
Current Condition
55% that should have
been
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
77. 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%
MEET AS SOON
AS DONE
Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
78. Target Condition
40% that should have
been
Current Condition
50% that should have
been
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
79. Target Condition
40% that should have
been
Current Condition
45% that should have
been
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
80. Target Condition
40% that should have
been
Current Condition
40% that should have
been
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
81. 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
40% RED that should
have been GREEN
PDCA Cycle Records
Obstacle parking lot
0%
20%
40%
60%
80%
100%
MEET AS SOON
AS DONE
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
87. The Vision
“A goal is not always meant to be
reached, it often serves simply as
something to aim at”
Bruce Lee
Understand
Direction
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
88. The Vision
Process focused, not outcome
focused
It’s not a business or company vision
Understand
Direction
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
89. Toyota’s Vision for Its
Production Operations
Zero defects
100 percent value added
One-piece flow, in sequence, on
demand
Security for people
Understand
Direction
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
90. Software development
Vision example
Zero defects, in production
100 percent value added
Highest value first, on demand
Understand
Direction
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
95. What to collect
Data and facts, not gut feel
Process description (Value Stream Map)
Process metrics
Outcome metrics
Grasp Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
96. Process metrics
•The period required to complete an item, or task
from start to finish in one part of the processCycle time
•The amount of items, or tasks currently in one
process stepWork-In-Process
•The amount of items, or tasks currently in a queue in
the processQueue size
•The duration of a process cycle, at what
pace/cadence the process should run
Iteration length, Takt
time
•The number of defectsDefects
•The number of people operating the processTeam size
Grasp Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
97. Outcome metrics
• The time to complete an item, or task from start
of the process all the way to the end of the
process
Lead-time
• The number of items, or tasks completed in a
period of timeThroughput
• The quality of the product you produceQuality
Grasp Current
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
99. This is the next
target condition … Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
100. Beyond the knowledge
threshold Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
101. Put a square peg in a
round hole Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
102. Setting a target condition
Hypothesis on the journey
towards the next Challenge and Vision
Based on your business strategy and
model for process improvement
Follow the Goldilocks rule
Not too hard, Not too easy, Just Right
Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
105. Target Condition examples
All work visible
Lead time 40 days (from 80 days)
Work-in-process 15 (from 20)
Deploy to production every 2 weeks
Set the Next
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
112. Expect at least 50% of the
experiments will not give
the expected result
This is when we REALLY learn!
Iterate toward
Target
Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
124. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
125. Toyota Kata summaryOrganization ”muscle memory” for continuous
improvements
True Lean/Agile Leadership style
Improvements are experiments
Familiar routines, as you probe through the unknown
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
126. Are the exact
Katas important?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
127. Yes, but
• Having routines are more important
– People should know what to expect
– Adds extra security when probing through
the unknown
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
128. Your treasure map to Toyota Kata!
http://hakanforss.wordpress.com/tag/toyota-kata/
http://www-personal.umich.edu/~mrother/Homepage.html
http://www.lean.org/kata/
http://www.slideshare.net/mike734
http://www.slideshare.net/BillCW3/
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
129. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com