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

1. KEY FORMS
for the
IMPROVEMENT KATA
& COACHING KATA
By Richard Green, with Mike Rother
B E Aerospace
United Kingdom
Based on Toyota Kata and the
November 2013
Improvement Kata Handbook by Mike Rother
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2. Scripting the Critical Moves
One of the key principles in Chip and Dan
Heath's book "Switch" is that if you want people
to change then you should shape their path.
We're more likely to see change if we have
specific behaviors to practice.
This was the same finding in the "Toyota Kata"
research, and is the thinking behind the
structured practice routines of the Improvement
Kata and Coaching Kata.
This SlideShare is about key pencil & paper tools
that are used when you go through the
Improvement Kata & Coaching Kata patterns.
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3. Hello!
I worked for Toyota Motor Manufacturing UK for 18 years, at a
management level, and then moved into the Aerospace industry.
At my company we've embraced the Improvement Kata / Coaching
Kata approach and have experienced rapid deployment.
With this SlideShare I'd like to share some key points with regard to
the forms and the routines they mirror, which are used to support
development of Kata practitioners. It's about how to maintain strong
guidance and standards moving forward. I'm a systems-oriented
person; probably through working at Toyota for so long!
Specifically, I created how-to annotation for documents used with the
Improvement Kata and Coaching Kata on the Learner's Storyboard. I
find that clear how-to instructions support a deployment greatly, and
even allow self-help in the absence of immediate coaching support.
I love the Toyota Kata approach and hope the annotated forms in this
SlideShare help you a bit in achieving successful deployment of the
Improvement Kata and Coaching Kata.
Richard Green
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4. The Pattern of the Improvement Kata
The Improvement Kata models a scientific way of thinking and
acting so that, with practice, anyone can learn it and use it
From the Improvement Kata Handbook
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5. The Learner's Storyboard
The layout and information on the storyboard follow
the steps of the Improvement Kata and flow naturally
with the sequence of the Five Coaching Kata Questions
Illustration from the Improvement Kata Handbook
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6. Where the Forms Go on the Storyboard
The forms/routines are also effective within an A3
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7. Let's look at
how to use each form...
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9. Something you
measure every cycle
Something you measure
periodically (eg units/day)
A description / statement of a desired state people can rally around,
not just a number. A good challenge focuses our attention and effort.
The rate of customer demand for the group or family of parts produced by one process. Takt time is
calculated by dividing the total working time by the quantity of parts required by the customer.
The desired production rate, usually faster than Takt time as it accommodates changeover time
and perhaps some planned downtime. Sometimes simply set at 15% below Takt.
The process being worked on.
Number of shifts currently worked, i.e. "1 shift" (Days) "2 shifts" (Days & Nights) etc.
• Here you're just trying to figure out the current work pattern and flow, not so much the physical layout.
• Get to know the process by sketching a block diagram, process map, etc. Detail to show current batch sizes,
operators, cycle times, etc., can be added successively.
• Remember this is a process-level diagram, not a value stream map!
What is the build batch size? Where does WIPaccumulate in the process?
Number of operators currently used to carry out the process.
Plus & minus variation % at end of line [( highest point -Pc/t) / Pc/t] & [(Lowest point -Pc/t) / Pc/t]
What else do you notice about the the pattern of how the process is operating? These are not issues or problems but simply
characteristics of how the process currently works. Note your observations about how it currently operates in bullet form.
Are there any machine constraints ? What are they (data)? What is the fastest Pc/t the automated equipment can
currently support? Do not include machines that operators run, like hand tools, hand welders, arbor presses.
Total operator time to process 1 piece, divided by the planned cycle time.
Maintain a run chart of output per shift.
Maintain a run chart of overtime per shift, or any other desired outcome metric
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11. Visually describe the steps and sequence of how the work is done
At this stage all you're trying to do is figure out the current work pattern and
flow, not so much the physical layout. Observe the process' operation and
capture as much information as possible. This will allow you to become
acquainted with the process .
The block diagram sketch doesn't have to resemble the actual layout, it just
needs to show how the process flows. Draw each box the same size to simply
represent a work station, table, fixture or machine.
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12. Exit-Cycle Observation Sheet
Process Name / No
Unit of Measure
Observed Times
Exit Cycle
Wait Time
Cycle
Notes
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5
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7
8
9
10
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12
13
14
15
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13. Exit-Cycle Observation Sheet
Process Name / No
BMFT Station 4
Write in details of
process observing
for traceability/ref
Unit of Measure
Observed Times
Exit Cycle
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
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18
92
63
56
69
78
53
87
73
68
73
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Wait Time
18
21
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Notes
Cycle
92
45
56
69
78
53
87
52
56
73
Had to change empty applicator
Waiting on previous process
Cleaning applicator nozzle
Cleaning applicator nozzle
Seconds (60)
Unit of measure for
awareness of
current operational
time and guideline
for timing cycles.
Note: What you're measuring here is "Exit
Cycles." Pick a point in the operator's work
cycle and measure the total time from
when this point is reached until it is reached
again. This is done to capture variability in
the process, not to measure the operator.
Cleaning applicator nozzle
Almost every process has a work pattern
Waiting on previous process that you can measure this way. In some
processes it's difficult to see the pattern.
Waiting on previous process
Incorrect rivet fitted / mixed parts in box
Record times inclusive of any wait
time, document individually so you
can learn about actual process cycle
time for work. Saves having to retime
after analysis of all process timings to
understand reasons for or which
process was creating waiting.
Record observed details for
reasons of delay, to support
analysis of current condition.
Note if waiting for pre (starved)
or post (blocked) process.
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14. How to Make a Run Chart (Step 1)
Run charts are an excellent way to gather and communicate
information about variation in any work process
v
u
Seconds
Draw simple X & Y
axes. Use the
same vertical
scale as your
unit of measure.
100
90
Transfer data points from the ExitCycle observation sheet to your
run chart, using the "Exit Cycle"
values. This gives you a picture of
the variation in the process at the
time you observed it.
w
x
80
70
60
50
40
Draw in the PC/T line (BLUE)
(e.g. 85% of Takt). This shows
the actual rate at which you
would like this process to
cycle.
Allow an additional run after
initial data so data can
continue to be monitored to
show trend during experiments
30
20
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Draw in the Takt Time line
(RED)
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15. How to Make a Run Chart (Step 2)
Summarize process variation with two vertical bars
100
90
v
v
80
70
Seconds
60
50
u
40
u
Find the "lowest repeatable time."
Simply move a ruler up the page
until you find 2 or more times
aligned with each other (or nearly)
and then draw the vertical bar to
represent this time (blue).
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The lowest repeatable time is an
estimate of the actual cycle time it
takes to do this work IF EVERYTHING
GOES AS PLANNED. Note: If there is
waiting time in the lowest repeatable
times it should be subtracted.
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Draw in a second vertical bar
inlaid into the initial bar to show
the highest time and the lowest
time (red), this gives you a visual
of the range of variation in the
process
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16. How to Make a Run Chart (Step 3)
Add the + and – variation calculations
EXAMPLE: % Plus Variation = [Highest point (here 92) – Planned
Cycle Time (here 51)] / Planned Cycle Time (51) = 0.80 (+80%)
100
90
80
70
Seconds
60
50
40
30
20
EXAMPLE: % Minus Variation = [Lowest point (here 45)
– Planned cycle time (here 51)] / Planned cycle time
51 = -0.11 (-11%)
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18. The process being focused on
(Same as on the the Current Condition form)
Describe how you want this process to be functioning on the achieve-by date
à Pretend you travel forward in time to visit the process. What do you see?
What is the sequence of steps required to complete one cycle through the entire process,
how long should each step take, and who is to perform that step?
New block diagram / Fluctuations / # of Operators / Quality / Safety / etc.
Try to avoid a lot of words. Figures are good and measurable. Be creative & stretch, but realistic.
What does it look like compared to your Current Condition observations? For instance...
• Number of operators
• Number of shifts
• Where 1 x 1 flow is planned
• Where buffers are to be held
• Lot sizes / EPEI / Change over times
• Heijunka / Leveling pattern
For checking the condition of the process in real-time increments while the process is running , to help guide
improvement efforts. Examples: Actual cycle time for each step/piece/standard quantity of pieces i.e. a box.
For checking the output of the process periodically. Number of pieces produced per time increment,
productivity, Quality indicators, Cost, fluctuation in output from shift to shift. etc. Graph it!
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20. • Review what you believe may be potential obstacles that may prevent you from
reaching the Target Condition.
• This should ideally be derived from direct observations / experiences.
• Involve the operators in the process as they may have superior knowledge of
the process.
• The Learner maintains the Obstacle Parking Lot throughout the Improvement
Kata.
• The purpose of the Obstacle Parking Lot is to help the Learner see the limits of
prediction and prevent him/her from chasing several ideas at once. Only one idea
can be experimented on at any one time.
• This is not an action-item list! It's simply a place to note and hold perceived
obstacles that are discovered throughout the IK process
• If you try to focus on more than just one obstacle at a time how do you
understand which action has given you the positive or adverse result? Doing this
may result in you following the wrong path
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21. PDCA Cycles Record
DATE:
FOCUS
OBSTACLE:
PROCESS
METRIC:
PROCESS:
Date, Step & Metric What do you expect?
What happened?
What we learned
Conduct the E X P E R I M E N T
Do a C O A C H I N G C Y C L E
Date:
Time:
Time:
Time:
Date:
Date:
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Date:
Time:
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22. PDCA Cycles Record
(Each Row = One Experiment)
Date sheet
is started
DATE:
Current Obstacle being worked on
FOCUS
OBSTACLE: (ONE Obstacle per sheet)
PROCESS
METRIC:
PROCESS:
Date, Step & Metric What do you expect?
The 2nd step is
derived from your
learning from the 1st
step.
Conduct the E X P E R I M E N T
What do you expect the
step to do? Remember,
you won't know until the
step has been taken.
What happened?
Do a C O A C H I N G C Y C L E
1st step (experiment)
toward achieving the
Target condition, against
the Focus Obstacle. Do not
try to think too far ahead.
Take the first step A.S.A.P.
Same metric used on Target Condition
and Current Condition forms
What we learned
Summarize the actual
results from the step.
Capture important points
and key occurrences.
What did you learn about
the focus process or
improving it? This learning
is important... it leads to the
next step and advances your
knowledge threshhold.
Date:
Time:
Date and time planned
for the experiment
Date:
Time:
Time:
Date:
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Date:
Time:
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23. The 5 Coaching Kata Questions
The Coach asks the Learner these questions
in daily "Coaching Cycles"
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24. Watch a Coaching Cycle
The 5-minute video on the next page illustrates
how the forms are used in a daily Coaching Cycle
On Next
Page
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25. Conclusion: Developing Strong Skills
The standard Improvement Kata / Coaching Kata forms presented 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.
Coaching in this case is not an informal conversation, but a structured
dialogue designed for (a) effective and efficient information exchange, and
(b) training the Learner in the systematic, scientific pattern of the Improvement
Kata. The Learner knows the Five Questions that will be asked and updates the
forms on their storyboard before the next coaching cycle begins.
The Coach's goal is to develop a scientific thought process as a skill or habit
in both the Learner and the Coach. The routine of the Coach asking the Five
Coaching Kata Questions in sequence (plus clarifying questions as needed)
and the Learner responding by pointing to information on the storyboard helps
to ingrain the pattern of the Improvement Kata.
As in sports and music, this kind of practice may seem a bit mechanical at first.
As you practice it though, you'll see that it keeps your coaching cycles short
and focused on key information relevant to your current target condition and
challenge.
Best wishes for achieving your next target condition!
Richard Green
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26. Best wishes for achieving
your next Target Condition
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