SlideShare a Scribd company logo
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Suggestions points in many direction




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Improvement Whack-a-Mole




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Håkan Forss
Lean/Agile Coach



       @hakanforss
Agile/Scrum/XP




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Stop doing Retrospective and Start your Toyota Kata
”To improve is to change;
              to be perfect is to change often.”
                                                   Winston Churchill




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Traditional improvements


                  Think                     Do               Finished




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Lean improvements

                Think                     Do               Continuous




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Improvements are experiments




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Hypothesis




                  Observation                  Prediction




                                Experiment




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Expect at least 50% of the
       experiments will not give the
             expected result

      This is when we REALLY learn!




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What do continuous really mean?
           • At least one experiment a week
           • Always at least one active
             experiment




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Daily work
                                                         Improving
                         Delivering value
                                                          the work




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
See yourself as gardeners

                 If you don’t keep it up,
                the weeds will grow back




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Let’s do an experiment!




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Cross your arms




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Now cross them the other way




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
We need to rewire our brains for
     continuous improvements




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What is a Kata?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Create ”muscle memory”
       for continuous improvements




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
“We are what we repeatedly do.
     Excellence, then, is not an act,
              but a habit.”
                                                       Aristotle




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Vision


                                                 Challenge

                                  Target
                               Target
                           Target
                         Target Condition
                             Condition
                          Condition
                        Condition
         Current
        Condition




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Improvement Kata Handbook is Copyright © 2012 by Mike Rother
http://www-personal.umich.edu/~mrother/Materials_to_Download.html
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Vision
       • Process focused

       • Not outcome focused
       • Not a business or company vision




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Toyota’s Vision for Its
              Production Operations
•   Zero defects
•   100 percent value added
•   One-piece flow, in sequence, on demand
•   Security for people




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Software development
                  Vision example
• Zero defects, in production
• 100 percent value added
• Highest value first, on demand




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What to collect
     • Data and facts, not gut feel
     • Process metrics
     • Outcome metrics




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Our next target
                                   condition is…




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Beyond the knowledge
                  threshold




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Put a square peg in a
                     round hole




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
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




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Challenge


                                                   Target
                                          Target Condition
                                  Target Condition
                         Target Condition
                        Condition
         Current
        Condition




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Challenge




         Current
        Condition




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Target Condition examples
     •   Make all work visible
     •   Reduce the lead time by 50%
     •   Reduce the work-in-process by 25%
     •   Deploy to production every 2 weeks
     •   Implement Specification by Example




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Target
                                                              Condition




         Current
        Condition




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Target
                                                              Condition




                          A   P
         Current          C   D
        Condition




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Leader coaching the learners




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Give a helping hand




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Give a push in the
                     right direction




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Improvement Kata Handbook is Copyright © 2012 by Mike Rother
http://www-personal.umich.edu/~mrother/Materials_to_Download.html
The Improvement Kata Handbook is Copyright © 2012 by Mike Rother
http://www-personal.umich.edu/~mrother/Materials_to_Download.html
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
So how are the Daily
                meeting going?                     Good. We are taking
                                                    small steps in the
                                                     right direction




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
You are starting
                    to take small
                                          Small experiments that
                  steps every day.
                                          probe your way towards
                                            the Target Condition
       I agree.




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
So, what is the target
         condition you are                    Reducing the lead
           working on?                        time by 4 days




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Lead time   Throughput
      Frontend          Half the lead time                      12th dec




Lead time                          Lead time
S = 10 days                        S = 8 days
M = 20 days                        M = 16 days
L = 40 days                        L = 36 days
Escaped defects                    Escaped defects
Level 1: 1                         Level 1: 1
Level 2: 2                         Level 2: 2
Level 3: 0                         Level 3: 0
Customer satisfaction              Customer satisfaction
NPS: 20%                           NPS: 20%
We are almost there
                 What is the actual              on the small user
                  condition now?              stories, but not on the
                                                medium and large




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Can you show me
                     the data?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Id        Title                  StartDate   EndDate    LeadTime
     1010 Feature 1               2011-05-20 2011-05-30          10
     1011 Feature 2               2011-05-25 2011-06-06          12
     1012 Feature 3               2011-05-31 2011-06-12          12
     1013 Feature 4               2011-05-31 2011-06-09           9
     1014 Feature 5               2011-06-05 2011-06-13           8
     1015 Feature 6               2011-05-20 2011-06-02          13
     1016 Feature 7               2011-05-25 2011-06-06          12
     1017 Feature 8               2011-05-31 2011-06-08           8
     1018 Feature 9               2011-05-31 2011-06-10          10
     1019 Feature 10              2011-06-06 2011-06-13           7




       Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What obstacles are
          now preventing you                          We have identified
           from reaching the                            the following
            target condition?                            obstacles …




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Which one are you                             The test
          addressing now?                              setup time




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Document the
               What was your                              setup process
                last step?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
As we went through
                What actually                     the test setup we
                 happened?                     documented every step




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What did you learn?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
5th Dec
                                                      Lead time
          Frontend


                                      Many steps are done         Many of the steps can be
Document the         We expect to
                                      manually even if they can   automated with small changes
setup process        understand the
                                      be automated                to the current setup process
                     process better
What is your next
              step?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
5th Dec
                                                       Lead time
           Frontend


                                       Many steps are done         Many of the steps can be
Document the          We expect to
                                       manually even if they can   automated with small changes
setup process         understand the
                                       be automated                to the current setup process
                      process better

Automating large
parts of the test
setup
Sounds like a major
             step? Smaller steps                 Yes, I guess it is.
                are preferred.




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What could be a
         smaller next step?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
5th Dec
                                                       Lead time
           Frontend


                                       Many steps are done         Many of the steps can be
Document the          We expect to
                                       manually even if they can   automated with small changes
setup process         understand the
                                       be automated                to the current setup process
                      process better

Automating large
parts of the test
setup
5th Dec
                                                       Lead time
           Frontend


                                       Many steps are done         Many of the steps can be
Document the          We expect to
                                       manually even if they can   automated with small changes
setup process         understand the
                                       be automated                to the current setup process
                      process better

Automating large
parts of the test
setup
Automating setup
of test database
Good.
               What results do
                you expect?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
5th Dec
                                                           Lead time
           Frontend


                                           Many steps are done         Many of the steps can be
Document the          We expect to
                                           manually even if they can   automated with small changes
setup process         understand the
                                           be automated                to the current setup process
                      process better

Automating large
parts of the test
setup
Automating setup      We expect to half
of test database      the setup time for
                      the test database
When can we go and see
          what we have learned                             In one week.
          from taking that step?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Good.
              See you in one week.




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Toyota Kata summary
     • Creates organization ”muscle memory”
       for continuous improvements
     • Improvements are experiments
     • Familiar routines, as you probe through
       the unknown




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Are the exact
                 Katas important?




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
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
Toyota Kata may work for
                  building cars,

           but we develop software!




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
• Toyota Kata can, and have been applied
      in other domains with great success

    • Toyota Kata has been successfully
      applied in product and software
      development




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Rocks !!




Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
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
Håkan Forss
Mail: hakan.forss@avegagroup.se
Twitter: @hakanforss
Blog: http://hakanforss.wordpress.com

More Related Content

What's hot

20220607 Introduction to Flight Levels
20220607 Introduction to Flight Levels20220607 Introduction to Flight Levels
20220607 Introduction to Flight Levels
Craeg Strong
 
Continuous Improvement Powerpoint Presentation Slides
Continuous Improvement Powerpoint Presentation SlidesContinuous Improvement Powerpoint Presentation Slides
Continuous Improvement Powerpoint Presentation Slides
SlideTeam
 
Interpreting Cumulative Flow Diagrams (CFDs)_Mark Grove.pdf
Interpreting Cumulative Flow Diagrams (CFDs)_Mark Grove.pdfInterpreting Cumulative Flow Diagrams (CFDs)_Mark Grove.pdf
Interpreting Cumulative Flow Diagrams (CFDs)_Mark Grove.pdf
Washington DC Scrum User Group
 
Agile Capitalization For Greater Business Value
Agile Capitalization For Greater Business ValueAgile Capitalization For Greater Business Value
Agile Capitalization For Greater Business Value
CA Technologies
 
Deploying Hoshin Kanri as a Competitive Weapon
Deploying Hoshin Kanri as a Competitive WeaponDeploying Hoshin Kanri as a Competitive Weapon
Deploying Hoshin Kanri as a Competitive Weapon
Grant Crow
 
Agile transformation 1.3
Agile transformation 1.3Agile transformation 1.3
Agile transformation 1.3
Krystian Kaczor
 
Toyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCAToyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCA
W3 Group Consulting
 
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Hands-on Agile Webinar #2: Agile Maturity & Agility AssessmentHands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Stefan Wolpers
 
Agile Transformation v1.27
Agile Transformation v1.27Agile Transformation v1.27
Agile Transformation v1.27
LeadingAgile
 
Kanban Cadences & Information Flow
Kanban Cadences & Information FlowKanban Cadences & Information Flow
Kanban Cadences & Information Flow
David Anderson
 
SAFe® PI Planning - 4 locations - but how?
SAFe® PI Planning - 4 locations - but how?SAFe® PI Planning - 4 locations - but how?
SAFe® PI Planning - 4 locations - but how?
Silvio Wandfluh
 
Actionable Agile Metrics for Predictability - Daniel Vacanti
Actionable Agile Metrics for Predictability - Daniel VacantiActionable Agile Metrics for Predictability - Daniel Vacanti
Actionable Agile Metrics for Predictability - Daniel Vacanti
Agile Montréal
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For Executives
Michael Tarnowski
 
Remote PI Planning: ScrumMaster & RTE Edition
Remote PI Planning: ScrumMaster & RTE Edition   Remote PI Planning: ScrumMaster & RTE Edition
Remote PI Planning: ScrumMaster & RTE Edition
Laura Caldie Richardson
 
Agile transformation best practices
Agile transformation best practicesAgile transformation best practices
Agile transformation best practices
Allyson Chiarini
 
Building an Agile Culture with OKR
Building an Agile Culture with OKRBuilding an Agile Culture with OKR
Building an Agile Culture with OKR
Felipe Castro
 
Kanban boards step by step
Kanban boards step by stepKanban boards step by step
Kanban boards step by step
Giulio Roggero
 
Lightning Talk: Meaningfully Reframing PI Planning
Lightning Talk: Meaningfully Reframing PI PlanningLightning Talk: Meaningfully Reframing PI Planning
Lightning Talk: Meaningfully Reframing PI Planning
Martin Burns
 
Agile Transformation in Telco Guide
Agile Transformation in Telco GuideAgile Transformation in Telco Guide
Agile Transformation in Telco Guide
ACM
 
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationThe Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
LeadingAgile
 

What's hot (20)

20220607 Introduction to Flight Levels
20220607 Introduction to Flight Levels20220607 Introduction to Flight Levels
20220607 Introduction to Flight Levels
 
Continuous Improvement Powerpoint Presentation Slides
Continuous Improvement Powerpoint Presentation SlidesContinuous Improvement Powerpoint Presentation Slides
Continuous Improvement Powerpoint Presentation Slides
 
Interpreting Cumulative Flow Diagrams (CFDs)_Mark Grove.pdf
Interpreting Cumulative Flow Diagrams (CFDs)_Mark Grove.pdfInterpreting Cumulative Flow Diagrams (CFDs)_Mark Grove.pdf
Interpreting Cumulative Flow Diagrams (CFDs)_Mark Grove.pdf
 
Agile Capitalization For Greater Business Value
Agile Capitalization For Greater Business ValueAgile Capitalization For Greater Business Value
Agile Capitalization For Greater Business Value
 
Deploying Hoshin Kanri as a Competitive Weapon
Deploying Hoshin Kanri as a Competitive WeaponDeploying Hoshin Kanri as a Competitive Weapon
Deploying Hoshin Kanri as a Competitive Weapon
 
Agile transformation 1.3
Agile transformation 1.3Agile transformation 1.3
Agile transformation 1.3
 
Toyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCAToyota Kata Coaching & PDCA
Toyota Kata Coaching & PDCA
 
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Hands-on Agile Webinar #2: Agile Maturity & Agility AssessmentHands-on Agile Webinar #2: Agile Maturity & Agility Assessment
Hands-on Agile Webinar #2: Agile Maturity & Agility Assessment
 
Agile Transformation v1.27
Agile Transformation v1.27Agile Transformation v1.27
Agile Transformation v1.27
 
Kanban Cadences & Information Flow
Kanban Cadences & Information FlowKanban Cadences & Information Flow
Kanban Cadences & Information Flow
 
SAFe® PI Planning - 4 locations - but how?
SAFe® PI Planning - 4 locations - but how?SAFe® PI Planning - 4 locations - but how?
SAFe® PI Planning - 4 locations - but how?
 
Actionable Agile Metrics for Predictability - Daniel Vacanti
Actionable Agile Metrics for Predictability - Daniel VacantiActionable Agile Metrics for Predictability - Daniel Vacanti
Actionable Agile Metrics for Predictability - Daniel Vacanti
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For Executives
 
Remote PI Planning: ScrumMaster & RTE Edition
Remote PI Planning: ScrumMaster & RTE Edition   Remote PI Planning: ScrumMaster & RTE Edition
Remote PI Planning: ScrumMaster & RTE Edition
 
Agile transformation best practices
Agile transformation best practicesAgile transformation best practices
Agile transformation best practices
 
Building an Agile Culture with OKR
Building an Agile Culture with OKRBuilding an Agile Culture with OKR
Building an Agile Culture with OKR
 
Kanban boards step by step
Kanban boards step by stepKanban boards step by step
Kanban boards step by step
 
Lightning Talk: Meaningfully Reframing PI Planning
Lightning Talk: Meaningfully Reframing PI PlanningLightning Talk: Meaningfully Reframing PI Planning
Lightning Talk: Meaningfully Reframing PI Planning
 
Agile Transformation in Telco Guide
Agile Transformation in Telco GuideAgile Transformation in Telco Guide
Agile Transformation in Telco Guide
 
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationThe Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
The Executives Step-by-Step Guide to Leading a Large-Scale Agile Transformation
 

Viewers also liked

Toyota Kata – habits for continuous improvements Lean IT Summit 2013
Toyota Kata – habits for continuous improvements Lean IT Summit 2013Toyota Kata – habits for continuous improvements Lean IT Summit 2013
Toyota Kata – habits for continuous improvements Lean IT Summit 2013
Håkan Forss
 
Tesla S - Great Layman's Overview Presentation
Tesla S - Great Layman's Overview PresentationTesla S - Great Layman's Overview Presentation
Tesla S - Great Layman's Overview Presentation
W3 Group Consulting
 
Kanban Kata - Lean Kanban European Conference Tour 2012
Kanban Kata - Lean Kanban European Conference Tour 2012Kanban Kata - Lean Kanban European Conference Tour 2012
Kanban Kata - Lean Kanban European Conference Tour 2012
Håkan Forss
 
May the Forss be with you - Lean Kanban Centeral Europe 2012
May the Forss be with you - Lean Kanban Centeral Europe 2012May the Forss be with you - Lean Kanban Centeral Europe 2012
May the Forss be with you - Lean Kanban Centeral Europe 2012
Håkan Forss
 
Toyota Kata ett alternativ till retrospektiv DevSum 2012
Toyota Kata ett alternativ till retrospektiv DevSum 2012Toyota Kata ett alternativ till retrospektiv DevSum 2012
Toyota Kata ett alternativ till retrospektiv DevSum 2012
Håkan Forss
 
Experimentation is King Lean Kanban Central Europe 2015
Experimentation is King Lean Kanban Central Europe  2015Experimentation is King Lean Kanban Central Europe  2015
Experimentation is King Lean Kanban Central Europe 2015
Håkan Forss
 
KataSummit 2015 Software Practitioners Panel
KataSummit 2015 Software Practitioners PanelKataSummit 2015 Software Practitioners Panel
KataSummit 2015 Software Practitioners Panel
Håkan Forss
 
Toyota kata – habits for continuous improvements MIX IT 2014-04-29
Toyota kata – habits for continuous improvements MIX IT 2014-04-29Toyota kata – habits for continuous improvements MIX IT 2014-04-29
Toyota kata – habits for continuous improvements MIX IT 2014-04-29
Håkan Forss
 
Toyota kata in knowledge work - European Lean Educator Conference 2014
Toyota kata in knowledge work - European Lean Educator Conference 2014Toyota kata in knowledge work - European Lean Educator Conference 2014
Toyota kata in knowledge work - European Lean Educator Conference 2014
Håkan Forss
 
The Five Coaching Kata Questions
The Five Coaching Kata QuestionsThe Five Coaching Kata Questions
The Five Coaching Kata Questions
Mike Rother
 
Introduction to the Improvement Kata
Introduction to the Improvement KataIntroduction to the Improvement Kata
Introduction to the Improvement Kata
Mike Rother
 
KATA - Habits for lean learning Agile Australia 2016
KATA - Habits for lean learning Agile Australia 2016KATA - Habits for lean learning Agile Australia 2016
KATA - Habits for lean learning Agile Australia 2016
Håkan Forss
 
How to Use VSM Correctly
How to Use VSM CorrectlyHow to Use VSM Correctly
How to Use VSM Correctly
Mike Rother
 
Activate Your Team
Activate Your TeamActivate Your Team
Activate Your Team
Mike Rother
 

Viewers also liked (14)

Toyota Kata – habits for continuous improvements Lean IT Summit 2013
Toyota Kata – habits for continuous improvements Lean IT Summit 2013Toyota Kata – habits for continuous improvements Lean IT Summit 2013
Toyota Kata – habits for continuous improvements Lean IT Summit 2013
 
Tesla S - Great Layman's Overview Presentation
Tesla S - Great Layman's Overview PresentationTesla S - Great Layman's Overview Presentation
Tesla S - Great Layman's Overview Presentation
 
Kanban Kata - Lean Kanban European Conference Tour 2012
Kanban Kata - Lean Kanban European Conference Tour 2012Kanban Kata - Lean Kanban European Conference Tour 2012
Kanban Kata - Lean Kanban European Conference Tour 2012
 
May the Forss be with you - Lean Kanban Centeral Europe 2012
May the Forss be with you - Lean Kanban Centeral Europe 2012May the Forss be with you - Lean Kanban Centeral Europe 2012
May the Forss be with you - Lean Kanban Centeral Europe 2012
 
Toyota Kata ett alternativ till retrospektiv DevSum 2012
Toyota Kata ett alternativ till retrospektiv DevSum 2012Toyota Kata ett alternativ till retrospektiv DevSum 2012
Toyota Kata ett alternativ till retrospektiv DevSum 2012
 
Experimentation is King Lean Kanban Central Europe 2015
Experimentation is King Lean Kanban Central Europe  2015Experimentation is King Lean Kanban Central Europe  2015
Experimentation is King Lean Kanban Central Europe 2015
 
KataSummit 2015 Software Practitioners Panel
KataSummit 2015 Software Practitioners PanelKataSummit 2015 Software Practitioners Panel
KataSummit 2015 Software Practitioners Panel
 
Toyota kata – habits for continuous improvements MIX IT 2014-04-29
Toyota kata – habits for continuous improvements MIX IT 2014-04-29Toyota kata – habits for continuous improvements MIX IT 2014-04-29
Toyota kata – habits for continuous improvements MIX IT 2014-04-29
 
Toyota kata in knowledge work - European Lean Educator Conference 2014
Toyota kata in knowledge work - European Lean Educator Conference 2014Toyota kata in knowledge work - European Lean Educator Conference 2014
Toyota kata in knowledge work - European Lean Educator Conference 2014
 
The Five Coaching Kata Questions
The Five Coaching Kata QuestionsThe Five Coaching Kata Questions
The Five Coaching Kata Questions
 
Introduction to the Improvement Kata
Introduction to the Improvement KataIntroduction to the Improvement Kata
Introduction to the Improvement Kata
 
KATA - Habits for lean learning Agile Australia 2016
KATA - Habits for lean learning Agile Australia 2016KATA - Habits for lean learning Agile Australia 2016
KATA - Habits for lean learning Agile Australia 2016
 
How to Use VSM Correctly
How to Use VSM CorrectlyHow to Use VSM Correctly
How to Use VSM Correctly
 
Activate Your Team
Activate Your TeamActivate Your Team
Activate Your Team
 

Similar to Stop doing Retrospective and Start your Toyota Kata

Toyota kata – Agile saturday x 2014 02-15
Toyota kata – Agile saturday x 2014 02-15Toyota kata – Agile saturday x 2014 02-15
Toyota kata – Agile saturday x 2014 02-15
Håkan Forss
 
Make strategy happen with Hoshin Kanri and Toyota Kata Agile Australia
Make strategy happen with Hoshin Kanri and Toyota Kata Agile AustraliaMake strategy happen with Hoshin Kanri and Toyota Kata Agile Australia
Make strategy happen with Hoshin Kanri and Toyota Kata Agile Australia
Håkan Forss
 
Toyota Kata presented at DevoxxUK 2013
Toyota Kata presented at DevoxxUK 2013Toyota Kata presented at DevoxxUK 2013
Toyota Kata presented at DevoxxUK 2013
Mattias Karlsson
 
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Håkan Forss
 
Toyota kata – habits for continuous improvements by Hakan Forss
Toyota kata – habits for continuous improvements by Hakan ForssToyota kata – habits for continuous improvements by Hakan Forss
Toyota kata – habits for continuous improvements by Hakan Forss
Institut Lean France
 
The red brick cancer ACE! Conf 2013-04-16
The red brick cancer ACE! Conf 2013-04-16The red brick cancer ACE! Conf 2013-04-16
The red brick cancer ACE! Conf 2013-04-16
Håkan Forss
 
Toyota Kata - habits for continous learning. Shingo Institue European Confere...
Toyota Kata - habits for continous learning. Shingo Institue European Confere...Toyota Kata - habits for continous learning. Shingo Institue European Confere...
Toyota Kata - habits for continous learning. Shingo Institue European Confere...
Håkan Forss
 
Retrospective on steroids - Toyota Kata
Retrospective on steroids - Toyota KataRetrospective on steroids - Toyota Kata
Retrospective on steroids - Toyota Kata
Håkan Forss
 
Toyota Kata Puzzle Experience Workshop
Toyota Kata Puzzle Experience WorkshopToyota Kata Puzzle Experience Workshop
Toyota Kata Puzzle Experience Workshop
Håkan Forss
 
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...
Håkan Forss
 
How to improve flow efficiency, remove the red bricks Agile2014
How to improve flow efficiency, remove the red bricks Agile2014How to improve flow efficiency, remove the red bricks Agile2014
How to improve flow efficiency, remove the red bricks Agile2014
Håkan Forss
 
Flow thinking ACE! Conference 2014-06-16
Flow thinking ACE! Conference 2014-06-16Flow thinking ACE! Conference 2014-06-16
Flow thinking ACE! Conference 2014-06-16
Håkan Forss
 
Busy Bee Paradox Krakow 2018-03-21
Busy Bee Paradox Krakow 2018-03-21Busy Bee Paradox Krakow 2018-03-21
Busy Bee Paradox Krakow 2018-03-21
Håkan Forss
 
Improve productivity, focus on flow - Remove the RED bricks
Improve productivity, focus on flow - Remove the RED bricks Improve productivity, focus on flow - Remove the RED bricks
Improve productivity, focus on flow - Remove the RED bricks
Håkan Forss
 
The red brick cancer Lean Agile Scotland 2013-09-19
The red brick cancer Lean Agile Scotland 2013-09-19The red brick cancer Lean Agile Scotland 2013-09-19
The red brick cancer Lean Agile Scotland 2013-09-19
Håkan Forss
 
Are you too busy to improve #lkse 2014-05-30
Are you too busy to improve #lkse 2014-05-30Are you too busy to improve #lkse 2014-05-30
Are you too busy to improve #lkse 2014-05-30
Håkan Forss
 
The Busy Bee Paradox Agile Tour Lille 2014
The Busy Bee Paradox Agile Tour Lille 2014The Busy Bee Paradox Agile Tour Lille 2014
The Busy Bee Paradox Agile Tour Lille 2014
Håkan Forss
 
Lean lego – the red brick cancer
Lean lego – the red brick cancerLean lego – the red brick cancer
Lean lego – the red brick cancer
Håkan Forss
 
The two paths
The two pathsThe two paths
The two paths
Håkan Forss
 

Similar to Stop doing Retrospective and Start your Toyota Kata (19)

Toyota kata – Agile saturday x 2014 02-15
Toyota kata – Agile saturday x 2014 02-15Toyota kata – Agile saturday x 2014 02-15
Toyota kata – Agile saturday x 2014 02-15
 
Make strategy happen with Hoshin Kanri and Toyota Kata Agile Australia
Make strategy happen with Hoshin Kanri and Toyota Kata Agile AustraliaMake strategy happen with Hoshin Kanri and Toyota Kata Agile Australia
Make strategy happen with Hoshin Kanri and Toyota Kata Agile Australia
 
Toyota Kata presented at DevoxxUK 2013
Toyota Kata presented at DevoxxUK 2013Toyota Kata presented at DevoxxUK 2013
Toyota Kata presented at DevoxxUK 2013
 
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
Stop doing Retrospective and start your Toyota Kata - Devoxx 2013
 
Toyota kata – habits for continuous improvements by Hakan Forss
Toyota kata – habits for continuous improvements by Hakan ForssToyota kata – habits for continuous improvements by Hakan Forss
Toyota kata – habits for continuous improvements by Hakan Forss
 
The red brick cancer ACE! Conf 2013-04-16
The red brick cancer ACE! Conf 2013-04-16The red brick cancer ACE! Conf 2013-04-16
The red brick cancer ACE! Conf 2013-04-16
 
Toyota Kata - habits for continous learning. Shingo Institue European Confere...
Toyota Kata - habits for continous learning. Shingo Institue European Confere...Toyota Kata - habits for continous learning. Shingo Institue European Confere...
Toyota Kata - habits for continous learning. Shingo Institue European Confere...
 
Retrospective on steroids - Toyota Kata
Retrospective on steroids - Toyota KataRetrospective on steroids - Toyota Kata
Retrospective on steroids - Toyota Kata
 
Toyota Kata Puzzle Experience Workshop
Toyota Kata Puzzle Experience WorkshopToyota Kata Puzzle Experience Workshop
Toyota Kata Puzzle Experience Workshop
 
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...
Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...
 
How to improve flow efficiency, remove the red bricks Agile2014
How to improve flow efficiency, remove the red bricks Agile2014How to improve flow efficiency, remove the red bricks Agile2014
How to improve flow efficiency, remove the red bricks Agile2014
 
Flow thinking ACE! Conference 2014-06-16
Flow thinking ACE! Conference 2014-06-16Flow thinking ACE! Conference 2014-06-16
Flow thinking ACE! Conference 2014-06-16
 
Busy Bee Paradox Krakow 2018-03-21
Busy Bee Paradox Krakow 2018-03-21Busy Bee Paradox Krakow 2018-03-21
Busy Bee Paradox Krakow 2018-03-21
 
Improve productivity, focus on flow - Remove the RED bricks
Improve productivity, focus on flow - Remove the RED bricks Improve productivity, focus on flow - Remove the RED bricks
Improve productivity, focus on flow - Remove the RED bricks
 
The red brick cancer Lean Agile Scotland 2013-09-19
The red brick cancer Lean Agile Scotland 2013-09-19The red brick cancer Lean Agile Scotland 2013-09-19
The red brick cancer Lean Agile Scotland 2013-09-19
 
Are you too busy to improve #lkse 2014-05-30
Are you too busy to improve #lkse 2014-05-30Are you too busy to improve #lkse 2014-05-30
Are you too busy to improve #lkse 2014-05-30
 
The Busy Bee Paradox Agile Tour Lille 2014
The Busy Bee Paradox Agile Tour Lille 2014The Busy Bee Paradox Agile Tour Lille 2014
The Busy Bee Paradox Agile Tour Lille 2014
 
Lean lego – the red brick cancer
Lean lego – the red brick cancerLean lego – the red brick cancer
Lean lego – the red brick cancer
 
The two paths
The two pathsThe two paths
The two paths
 

Recently uploaded

Top Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdfTop Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdf
Top IT Marketing
 
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual TrainingpptxYou Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
Cynthia Clay
 
foodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docxfoodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docx
PraghyaBhandari
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
How to buy a fake Keiser University diploma
How to buy a fake Keiser University diplomaHow to buy a fake Keiser University diploma
How to buy a fake Keiser University diploma
College diploma
 
Restaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel HammametRestaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel Hammamet
rihabkorbi24
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
emmanuelpulido003
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
JairSemexant
 
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
mcdopex6
 
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
margaretblush
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
Divyanshu56740
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
Newman George Leech
 
Luxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - SponsorshipLuxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - Sponsorship
uitdiedosfinance
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
➑➌➋➑➒➎➑➑➊➍
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
Western Alaska Minerals Corp.
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
Western Alaska Minerals Corp.
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
kevinkariuki227
 
MEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final PresentationMEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final Presentation
PhysicsUtu
 
Millionaire track government application
Millionaire track government applicationMillionaire track government application
Millionaire track government application
pragyasharma659549
 

Recently uploaded (20)

Top Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdfTop Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdf
 
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual TrainingpptxYou Get Me! Leveraging Communication Styles in Virtual Trainingpptx
You Get Me! Leveraging Communication Styles in Virtual Trainingpptx
 
foodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docxfoodgasm restaurant and Bar pune road.docx
foodgasm restaurant and Bar pune road.docx
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
How to buy a fake Keiser University diploma
How to buy a fake Keiser University diplomaHow to buy a fake Keiser University diploma
How to buy a fake Keiser University diploma
 
Restaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel HammametRestaurant Chiraz Sindbad Hotel Hammamet
Restaurant Chiraz Sindbad Hotel Hammamet
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
 
Retail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slidesRetail Store Scavenger Hunt powerpoint slides
Retail Store Scavenger Hunt powerpoint slides
 
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdfBBA Final SML 501 INTERNATIONAL BUSINESS .pdf
BBA Final SML 501 INTERNATIONAL BUSINESS .pdf
 
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
Girls Call Andheri West 9910780858 Provide Best And Top Girl Service And No1 ...
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
 
Luxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - SponsorshipLuxury Lifestyle Summit 2024 - Sponsorship
Luxury Lifestyle Summit 2024 - Sponsorship
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
WAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdfWAM Corporate Presentation July 2024.pdf
WAM Corporate Presentation July 2024.pdf
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
 
MEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final PresentationMEA Union Budget 2024-25 Final Presentation
MEA Union Budget 2024-25 Final Presentation
 
Millionaire track government application
Millionaire track government applicationMillionaire track government application
Millionaire track government application
 

Stop doing Retrospective and Start your Toyota Kata

  • 1. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 2. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 3. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 4. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 5. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 6. Suggestions points in many direction Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 7. Improvement Whack-a-Mole Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 8. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 9. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 11. Agile/Scrum/XP Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 12. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 14. ”To improve is to change; to be perfect is to change often.” Winston Churchill Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 15. Traditional improvements Think Do Finished Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 16. Lean improvements Think Do Continuous Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 17. Improvements are experiments Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 18. Hypothesis Observation Prediction Experiment Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 19. Expect at least 50% of the experiments will not give the expected result This is when we REALLY learn! Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 20. What do continuous really mean? • At least one experiment a week • Always at least one active experiment Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 21. Daily work Improving Delivering value the work Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 22. See yourself as gardeners If you don’t keep it up, the weeds will grow back Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 23. Let’s do an experiment! Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 24. Cross your arms Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 25. Now cross them the other way Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 26. We need to rewire our brains for continuous improvements Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 27. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 28. What is a Kata? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 29. Create ”muscle memory” for continuous improvements Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 30. “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Aristotle Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 31. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 32. Vision Challenge Target Target Target Target Condition Condition Condition Condition Current Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 33. The Improvement Kata Handbook is Copyright © 2012 by Mike Rother http://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 34. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 35. The Vision • Process focused • Not outcome focused • Not a business or company vision Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 36. Toyota’s Vision for Its Production Operations • Zero defects • 100 percent value added • One-piece flow, in sequence, on demand • Security for people Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 37. Software development Vision example • Zero defects, in production • 100 percent value added • Highest value first, on demand Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 38. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 39. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 40. What to collect • Data and facts, not gut feel • Process metrics • Outcome metrics Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 41. Our next target condition is… Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 42. Beyond the knowledge threshold Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 43. Put a square peg in a round hole Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 44. 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 Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 45. Challenge Target Target Condition Target Condition Target Condition Condition Current Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 46. Challenge Current Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 47. Target Condition examples • Make all work visible • Reduce the lead time by 50% • Reduce the work-in-process by 25% • Deploy to production every 2 weeks • Implement Specification by Example Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 48. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 49. Target Condition Current Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 50. Target Condition A P Current C D Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 51. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 52. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 53. Leader coaching the learners Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 54. Give a helping hand Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 55. Give a push in the right direction Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 56. The Improvement Kata Handbook is Copyright © 2012 by Mike Rother http://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 57. The Improvement Kata Handbook is Copyright © 2012 by Mike Rother http://www-personal.umich.edu/~mrother/Materials_to_Download.html
  • 58. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 59. So how are the Daily meeting going? Good. We are taking small steps in the right direction Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 60. You are starting to take small Small experiments that steps every day. probe your way towards the Target Condition I agree. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 61. So, what is the target condition you are Reducing the lead working on? time by 4 days Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 62. Lead time Throughput Frontend Half the lead time 12th dec Lead time Lead time S = 10 days S = 8 days M = 20 days M = 16 days L = 40 days L = 36 days Escaped defects Escaped defects Level 1: 1 Level 1: 1 Level 2: 2 Level 2: 2 Level 3: 0 Level 3: 0 Customer satisfaction Customer satisfaction NPS: 20% NPS: 20%
  • 63. We are almost there What is the actual on the small user condition now? stories, but not on the medium and large Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 64. Can you show me the data? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 65. Id Title StartDate EndDate LeadTime 1010 Feature 1 2011-05-20 2011-05-30 10 1011 Feature 2 2011-05-25 2011-06-06 12 1012 Feature 3 2011-05-31 2011-06-12 12 1013 Feature 4 2011-05-31 2011-06-09 9 1014 Feature 5 2011-06-05 2011-06-13 8 1015 Feature 6 2011-05-20 2011-06-02 13 1016 Feature 7 2011-05-25 2011-06-06 12 1017 Feature 8 2011-05-31 2011-06-08 8 1018 Feature 9 2011-05-31 2011-06-10 10 1019 Feature 10 2011-06-06 2011-06-13 7 Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 66. What obstacles are now preventing you We have identified from reaching the the following target condition? obstacles … Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 67. Which one are you The test addressing now? setup time Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 68. Document the What was your setup process last step? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 69. As we went through What actually the test setup we happened? documented every step Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 70. What did you learn? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 71. 5th Dec Lead time Frontend Many steps are done Many of the steps can be Document the We expect to manually even if they can automated with small changes setup process understand the be automated to the current setup process process better
  • 72. What is your next step? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 73. 5th Dec Lead time Frontend Many steps are done Many of the steps can be Document the We expect to manually even if they can automated with small changes setup process understand the be automated to the current setup process process better Automating large parts of the test setup
  • 74. Sounds like a major step? Smaller steps Yes, I guess it is. are preferred. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 75. What could be a smaller next step? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 76. 5th Dec Lead time Frontend Many steps are done Many of the steps can be Document the We expect to manually even if they can automated with small changes setup process understand the be automated to the current setup process process better Automating large parts of the test setup
  • 77. 5th Dec Lead time Frontend Many steps are done Many of the steps can be Document the We expect to manually even if they can automated with small changes setup process understand the be automated to the current setup process process better Automating large parts of the test setup Automating setup of test database
  • 78. Good. What results do you expect? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 79. 5th Dec Lead time Frontend Many steps are done Many of the steps can be Document the We expect to manually even if they can automated with small changes setup process understand the be automated to the current setup process process better Automating large parts of the test setup Automating setup We expect to half of test database the setup time for the test database
  • 80. When can we go and see what we have learned In one week. from taking that step? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 81. Good. See you in one week. Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 82. Toyota Kata summary • Creates organization ”muscle memory” for continuous improvements • Improvements are experiments • Familiar routines, as you probe through the unknown Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 83. Are the exact Katas important? Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 84. 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
  • 85. Toyota Kata may work for building cars, but we develop software! Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 86. • Toyota Kata can, and have been applied in other domains with great success • Toyota Kata has been successfully applied in product and software development Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 87. Rocks !! Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
  • 88. 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
  • 89. Håkan Forss Mail: hakan.forss@avegagroup.se Twitter: @hakanforss Blog: http://hakanforss.wordpress.com