10 Golden Rules for Failing with Toyota KataKarsten Seydel
If you don't want to fail with transformation of your organization into a learning organization, please consider these topics.
Based on his personal experience the authors describe obstacles which can be found in many organizations.
In the updated version the authors give some answers based on their personal experience.
Many thanks to Mike Rother for the comments and support and to Bernd Mittelhuber for the inspiration.
To get better at scientific thinking begin with these Starter Kata, and build on them once you master their patterns. Instructions for each Starter Kata (and much more) are in the 'Toyota Kata Practice Guide.' Download and use these PowerPoint slides if you like.
Scientific Thinking for Product Teams April 2021Sameh Zeid
Scientific Thinking using Toyota Kata is a way for product teams to work together to tackle ever-increasing complexity. Complexity results from interactions of parameters related to technology, requirements, technical skills, market conditions, partnering, platforms, team setup, legacy interfaces, dependencies, and more.
This session was given at Kata School Midwest event of April 2021.
Scientific Thinking for Agile teams - TOYOTA KATAAndrea Darabos
The ktatatogrow exercise, originally developed by Mike Rother is a great one to practice in your teams, with managers or boards to develop experimentation and conscious learning. Coupled with some examples of its applicability in a digital context from my last 10 years' of experience as an agile DevOps coach. Read more about our experiments with TOYOTA KATA at leanadvantage.co.uk
I gave this presentation at Agile Noida 2016. Toyota Kata, as articulated by Mike Rother, is an approach to establish a culture of Continuous Improvement. In this talk, I have tried to identify a few simple practices that Lean/Agile teams can adopt to help establish a Continuous Improvement culture.
A collection of Improvement Kata / Coaching Kata PowerPoint slides (+ 5 short videos) for downloading. You can incorporate any of these slides in your own KATA training and presentations, and adjust them however you like. This SlideShare is not a presentation, but a set of slides that you can use for creating presentations.
10 Golden Rules for Failing with Toyota KataKarsten Seydel
If you don't want to fail with transformation of your organization into a learning organization, please consider these topics.
Based on his personal experience the authors describe obstacles which can be found in many organizations.
In the updated version the authors give some answers based on their personal experience.
Many thanks to Mike Rother for the comments and support and to Bernd Mittelhuber for the inspiration.
To get better at scientific thinking begin with these Starter Kata, and build on them once you master their patterns. Instructions for each Starter Kata (and much more) are in the 'Toyota Kata Practice Guide.' Download and use these PowerPoint slides if you like.
Scientific Thinking for Product Teams April 2021Sameh Zeid
Scientific Thinking using Toyota Kata is a way for product teams to work together to tackle ever-increasing complexity. Complexity results from interactions of parameters related to technology, requirements, technical skills, market conditions, partnering, platforms, team setup, legacy interfaces, dependencies, and more.
This session was given at Kata School Midwest event of April 2021.
Scientific Thinking for Agile teams - TOYOTA KATAAndrea Darabos
The ktatatogrow exercise, originally developed by Mike Rother is a great one to practice in your teams, with managers or boards to develop experimentation and conscious learning. Coupled with some examples of its applicability in a digital context from my last 10 years' of experience as an agile DevOps coach. Read more about our experiments with TOYOTA KATA at leanadvantage.co.uk
I gave this presentation at Agile Noida 2016. Toyota Kata, as articulated by Mike Rother, is an approach to establish a culture of Continuous Improvement. In this talk, I have tried to identify a few simple practices that Lean/Agile teams can adopt to help establish a Continuous Improvement culture.
A collection of Improvement Kata / Coaching Kata PowerPoint slides (+ 5 short videos) for downloading. You can incorporate any of these slides in your own KATA training and presentations, and adjust them however you like. This SlideShare is not a presentation, but a set of slides that you can use for creating presentations.
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
On the 20th Anniversary of the book "Learning to See" Mike Rother and Jeff Liker reflect on what they've learned about turning value stream maps into reality. In the community of Toyota Kata practitioners, VSM has evolved to fill a particular role (as described in this SlideShare) rather than being a thing unto itself. TK practitioners tend to use VSM *within* the context of a way of striving for goals - i.e., within TK's scientific way of working and thinking. (Note: You can download the PowerPoint slides via www.tinyurl.com/VSMslides)
A common question in the Lean community is, "How does the A3 fit with the Improvement Kata and Coaching Kata?" This SlideShare provides answers and is intended to generate more effective practice of scientific thinking in your organization. Watch the related video at: https://www.youtube.com/watch?v=4VwrUzIS9m8
A checklist as the "desired operating-pattern"Sameh Zeid
Help teams improve continuously by having a desired operating pattern for their next improvement goal. Then, experiment to reach this operating pattern while collecting data needed to acquire new knowledge.
The "Toyota Kata at University" website (http://polesante.hec.ca/TKatUniversity) is for educators interested in using Toyota Kata to teach scientific thinking, at the undergraduate, graduate and community college levels; in business schools, engineering, law, healthcare, etc. The site provides teaching materials from existing courses that are freely downloadable and can be used and modified without permission.
You can add your own Toyota Kata teaching materials to the site by emailing TKatUniversity@hec.ca.
Want to be an effective Improvement Kata coach? Starter Kata are practice routines of fundamentals that help you develop new habits of acting and thinking. Establish a baseline of fundamental skills, and then build on it and advance your coaching skill development.
Kata are a starter—establish a baseline and then build on it and advance in your skill development. A common error is thinking of Kata as the recipe of the end game, so we're using the phrase "Starter Kata" to make it more clear. The approach is that people trying to change behaviors and learn new skills benefit from a simpler starting point.
There's a lot of interest in what the Coach/Learner dialog looks like when it's extended up-and-down across the levels of an organization. This SlideShare shows you how that works.
XYZ Thinking: a Practical View of Scientific Thinking in Healthcare & BeyondMichael Lombard
In a hospital in West Virginia, a nursing leader was trying to come up with a simple way to explain scientific thinking to his clinical staff. All of a sudden he said, "It's easy as XYZ." What he came up with was a simplified interpretation of scientific thinking that he calls XYZ Thinking. This can be a useful teaching concept for hospitals and other organizations practicing the Toyota Kata approach or other approaches to developing scientific thinking.
Vortrag von Mike Rother am 7. KATA-Praktikertag am 24.11.2017 in Stuttgart. Auch in diesem Jahr war Mike Rother dabei und teilt seine neuesten Erfahrungen mit Ihnen und stellt seine neuen Bücher vor.
Kata skill @ novice: 5 Common Themes of Novice SkillBeth Carrington
Here are 5 common themes I've seen when a Learner and a Coach have Kata Skill at Novice, this presentation shares those illustrated with a Healthcare Example.
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
On the 20th Anniversary of the book "Learning to See" Mike Rother and Jeff Liker reflect on what they've learned about turning value stream maps into reality. In the community of Toyota Kata practitioners, VSM has evolved to fill a particular role (as described in this SlideShare) rather than being a thing unto itself. TK practitioners tend to use VSM *within* the context of a way of striving for goals - i.e., within TK's scientific way of working and thinking. (Note: You can download the PowerPoint slides via www.tinyurl.com/VSMslides)
A common question in the Lean community is, "How does the A3 fit with the Improvement Kata and Coaching Kata?" This SlideShare provides answers and is intended to generate more effective practice of scientific thinking in your organization. Watch the related video at: https://www.youtube.com/watch?v=4VwrUzIS9m8
A checklist as the "desired operating-pattern"Sameh Zeid
Help teams improve continuously by having a desired operating pattern for their next improvement goal. Then, experiment to reach this operating pattern while collecting data needed to acquire new knowledge.
The "Toyota Kata at University" website (http://polesante.hec.ca/TKatUniversity) is for educators interested in using Toyota Kata to teach scientific thinking, at the undergraduate, graduate and community college levels; in business schools, engineering, law, healthcare, etc. The site provides teaching materials from existing courses that are freely downloadable and can be used and modified without permission.
You can add your own Toyota Kata teaching materials to the site by emailing TKatUniversity@hec.ca.
Want to be an effective Improvement Kata coach? Starter Kata are practice routines of fundamentals that help you develop new habits of acting and thinking. Establish a baseline of fundamental skills, and then build on it and advance your coaching skill development.
Kata are a starter—establish a baseline and then build on it and advance in your skill development. A common error is thinking of Kata as the recipe of the end game, so we're using the phrase "Starter Kata" to make it more clear. The approach is that people trying to change behaviors and learn new skills benefit from a simpler starting point.
There's a lot of interest in what the Coach/Learner dialog looks like when it's extended up-and-down across the levels of an organization. This SlideShare shows you how that works.
XYZ Thinking: a Practical View of Scientific Thinking in Healthcare & BeyondMichael Lombard
In a hospital in West Virginia, a nursing leader was trying to come up with a simple way to explain scientific thinking to his clinical staff. All of a sudden he said, "It's easy as XYZ." What he came up with was a simplified interpretation of scientific thinking that he calls XYZ Thinking. This can be a useful teaching concept for hospitals and other organizations practicing the Toyota Kata approach or other approaches to developing scientific thinking.
Vortrag von Mike Rother am 7. KATA-Praktikertag am 24.11.2017 in Stuttgart. Auch in diesem Jahr war Mike Rother dabei und teilt seine neuesten Erfahrungen mit Ihnen und stellt seine neuen Bücher vor.
Kata skill @ novice: 5 Common Themes of Novice SkillBeth Carrington
Here are 5 common themes I've seen when a Learner and a Coach have Kata Skill at Novice, this presentation shares those illustrated with a Healthcare Example.
The routines of the Improvement Kata and Coaching Kata teach scientific thinking & acting, and can be practiced any time you face a problem, goal or challenge.
We often have a fundamental misunderstanding of what Lean is in practice. We mistake Lean solutions for the process that leads to the results. Instead, Kata gets into how to develop the less visible but essential scientific thinking that underlies Lean practices and the Lean results that we see.
The reality is that very little that you see at a Toyota site is the result of one person with a big idea that got standardized across locations. More often, what you see is today’s condition, which is the result of many cycles of experimentation aimed at a particular goal and challenge.
Kata is about the road to developing your own solutions, again and again! The Improvement Kata and Coaching Kata are a management system that coaches people for continuous improvement and achieving ambitious goals in all aspects of an organization.
Two Mindset Obstacles to Effective LearningMike Rother
This SlideShare looks at two common mindsets that inhibit learning of new skills. Any team or organization that wants to develop a culture of continuous improvement will do well to use some structured practice routines -- Kata -- for developing scientific skills, especially at the beginning.
Retrospective on steroids - Toyota KataHåkan Forss
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle
You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don't seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata!
Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture.
In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your state of awesomeness in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the agile leaders for creating a culture of continuous improvement, adaption, and innovation.
In this session, Toyota Kata will be taken out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context as a compliment or a replacement of the agile retrospective.
Time to stop collecting problems and start forming new habits of learning and improving!
(*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.
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.
How to Deploy the Improvement Kata v7.0Mike Rother
This SlideShare is a detailed description of how to deploy a Coach/Learner structure in your organization, to teach people in the scientific patterns of the Improvement Kata and Coaching Kata. We've been evolving this SlideShare based on our experiences since it was first posted in 2011. Use it as a guide for your own deployment efforts!
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 – 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.
In its first 25 years there have been many definitions of 'Lean,' typically centered around cost reduction or tool/technical in nature. But the idea of "Humans striving to better flow value to a customer" is a mindset that should perhaps underlie all of them, and may be a better place to start our thinking.
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
“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don’t seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this intense and interactive 90 min session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. We will experience the fundamental behavior patterns at the core of the Toyota Kata methodology: the rapid experimental cycles and the Coaching Dialog. You will gain direct insight into the power of the Improvement Kata and Coaching Kata through repeated personal practice. You will experience how these daily habits or routines will help you to strive towards a state of awesomeness in small experiments focused on learning. Small teams will work together striving to achieve ever higher levels of awesomeness using the Improvement Kata and Coaching Kata, thereby gaining practical hands-on familiarity with Toyota Kata. Learning outcomes: · Provide an introduction to the core routines, mindset, and behavioral practices of Improvement Kata and Coaching Kata. · Allow you to experience the core routines of the of the Improvement Kata and Coaching Kata through interactive, hands-on exercises Who should attend? The target audience are Lean/Agile Coaches, Scrum Masters, managers and anyone interested in continuous learning and improvement methods. Anyone can attend. Prerequisites No prior knowledge needed. If you want to prepare the following two books are highly recommended: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother and Lean Enterprise: How High Performance Organizations Innovate at Scale by Jez Humble, Joanne Molesky, Barry O’Reilly Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.
Toyota Kata 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
Improving services, leading change – implementing change in rapid cyclesNHS England
Presentation from the Practice Manager Development Conference: Implementing change in rapid cycles. The benefits and practicalities of PDSA.
Sue Collis
VWO Webinar: How To Plan Your Optimisation RoadmapVWO
If your conversion optimization sprints are dependent on surprise wins, then here’s something you should know —”A surprise win might be buried deep in your A/B testing cycle; you might have to wait for weeks, maybe months to see that.”
The good news is that an experimentation roadmap can open up the possibility of seeing those wins a lot faster. This session will help you uncover ways to manage and prioritize testing ideas in a systematic manner and improve your chances of seeing wins faster with your optimization program.
Pulse Surveys // What, When, How and Why?Qualtrics
Pulse surveys are an increasingly popular mechanism for collecting employee insights. However, there is still much confusion about what pulse surveys actually are, when and how often they should be run, how they should be constructed and delivered and why they have so much potential within organizations. In this session, Qualtrics' principal consultant, Sarah Marrs, will provide practical answers to these questions to help guide organizations in running effective pulse surveys.
This presentation reviews current principles in execution and 'getting things done' in a dental practice. Dr. Kazemi discusses several methodologies for execution.
Toyota Kata Coaching for Agile Teams & TransformationsStefan Wolpers
Today, we see a slowly accelerating movement in business management towards coaching. Even the Harvard Business Review and McKinsey now acknowledge that coaching is the best approach to managing and growing employees.
After decades of Agile, we also strongly understand that coaching is the preferred method of engagement at all organizational levels. There’s a wide variety of coaching options used in Agile today: GROW, OSKAR, ACL, STEPPA, etc.
Let’s add a technique from Toyota, whose attitudes and methods are embedded in our Agile practices in many ways. It’s called Toyota Kata Coaching. And please don’t be fooled by its deceptive simplicity. I think it’s the best coaching method for Agile. Join this webinar to learn about Kata & see if you agree. Even if you don’t, think about the Kata as another coaching tool for your Scrum Master or Agile Coaching collection.
Everything You Need to Know About Strategy Deployment (Lean Methods)KaiNexus
A webinar hosted by KaiNexus and presented by Mark Graban.
In this webinar, you will learn:
How organizations use Strategy Deployment (or Hoshin Planning) to create alignment and focus
The iterative PDSA-based cycles of this management approach
Four key hypotheses that senior leaders make during the annual cycles and ongoing reviews
How KaiNexus can support these methods to better create alignment and give better visibility around goals, actions, and progress
Workshop by Wendy Stobbs, Health Innovation Manchester: Sustainability plan for PReCePT at the North West Coast Maternity and Neonatal Learning System: PReCePT Celebration event on Wednesday 20th November at Haydock Park Racecourse
Balanced scorecard presentation for frpa draftdonljones
Presentation today at the Florida Recreation and Parks Association Annual Conference in Orlando, FL on behalf of Orange County, FL Parks and Recreation Advisory Board and George Mason University School of Recreation, Health, and Tourism.
Building Blocks of a strong Experimentation Program (1).pdfVWO
In this upcoming webinar, Nils will discuss the importance of focusing on the process of experimentation rather than simply pursuing the “next best idea”. While generating new ideas is certainly an important aspect of innovation, it is equally important to have a structured and disciplined approach to experimentation to maximise those ideas’ impact.
The process of experimentation involves identifying a specific hypothesis or problem, designing experiments to test that hypothesis or solve that problem, gathering and analyzing data from those experiments, and then using that data to iterate and improve the initial idea. This approach helps to ensure that new ideas are grounded in empirical evidence and are more likely to have a meaningful impact on the business.
During the webinar, Nils will discuss best practices for designing and conducting experiments, as well as strategies for embedding experimentation into the culture of the organization. We will also explore case studies of companies that have successfully implemented a process-focused approach to experimentation and its impact on their business.
Deliverables • 8 (max!) pages, double‐spaced, 12‐pt Times New .docxsimonithomas47935
Deliverables
• 8 (max!) pages, double‐spaced, 12‐pt Times New Roman, 1‐inch margins
Page count does not include mathematical work, graphs, etc.
Graphs, figures, tables may be attached to write‐up (as appendix) or
integrated in write‐up
I expect an error‐free, perfectly formatted submission!
FORMAT (Important: Answer all questions within this format (please no ‘question – answer’ structure)!
1.Brief Executive Summary
- Should contain all relevant recommendations
- NO LONGER THAN HALF
A page
2.Background:
Brief introduction of company and key issue (essence of the case)
Don’t paraphrase (max. half a page)
3.Analysis:
Quantitative (show analysis) and Qualitative (explain it)
Explain relevant variables, constraints and assumptions
Use tools: SWOT, Kraljic, Sensitivity analysis, etc.
Helps to derive alternative strategies
4.Derive Alternatives:
Identify different alternatives
Identify/discuss key decision variables
Compare alternatives and discuss trade‐offs
Criteria for accepting/rejecting solutions
5. Final Recommendation(s)
Present final strategy and expected contribution/benefit
Discuss recommended implementation (e.g., timeline, necessary investments)
Case Study Questions (1/4)
1. Develop a process that provides a logical order to the critical activities and decisions involved in the supplier evaluation and selection process. For example, the first step of this process may include recognizing (or anticipating) that a supplier selection need exists. Subsequent steps should follow from the actual or anticipated need. Present this process in the form of a flow chart with key decision points clearly identified.
Case Study Questions (2/4)
2. Discuss possible sources of supplier financial information. Which factors influence the ability of Systems Technologies to obtain supplier financial data? (Hint: Think of supplier characteristics, etc.)
Case Study Questions (3/4)
3. What is your recommended sourcing strategy for Systems Technologies? Perform various analyses (see below) to support your decision. Also, make sure to discuss the advantages and disadvantages of single and multiple sourcing.
-Assume you have used several of these sources to collect supplier financial data (data provided in the case). Perform a supplier financial analysis. Provide a brief interpretation of each financial ratio. (See supporting worksheet)
-Perform a total cost analysis. (See supporting worksheet)
-Perform a supplier capacity analysis. How important is supplier capacity in
-Develop a supplier evaluation and selection tool with relevant performance categories for the sourcing decision under consideration (See supporting worksheet).
this case? Why?
-Develop a sourcing risk management plan. For this task, (1) identify the potential risks associated with a sourcing decision, (2) assess the possible magnitude of each risk to operations, and (3) identify ways to manage or reduce risk exposure. (See supporting worksheet) .
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
1. MY TOP 10 LESSONS LEARNED
FROM PRACTICING THE
TOYOTA KATA APPROACH
By Michael Lombard
March 2014
2. Background…
The topic here is lessons I've learned
(so far) from my grassroots effort to
infuse the Toyota Kata methodology
into the culture of an acute care
hospital in the Dallas-Ft. Worth
metroplex.
When we began testing the Toyota
Kata approach we had no experience
with or knowledge of it at all, outside
of having read the book a few
times. We had no budget to bring in
experts or send ourselves off for
formal training.
Context at a Glance
•
•
•
•
Acute care hospital in the
Dallas-Ft. Worth metroplex
No prior Toyota Kata
experience or expertise
No budget for consultants or
off-site training
Strong leadership support
for continuous improvement
But, thankfully, we did have senior leader support to
try something different; they were ready to invest
significant effort in building a sustainable culture of
continuous improvement at our hospital.
3. How we started…
We didn't know where the path would take us, but we took a
step forward anyway. First, we selected an Advance Team from
different departments and levels of the organization. Then, we
did a tiny bit of home-grown training and quickly got to work
practicing the Kata in the real-world.
Advance Team
Selected
Initial Training
Practice &
Learning
Sharing Lessons
Learned
June-July
2013
August-Sept
2013
Sept 2013-Feb 2014
(& Beyond)
March
2014
Now, after about six months of real-world application
including several hundred coaching cycles, I have some
lessons learned that I'd like to share...
4. #10
A PDSA cycle is not what
I thought it was…
I always thought a PDSA cycle was when
you had identified a countermeasure to a
problem and wanted to test it. Well, yes,
that is one type of PDSA cycle, but there's
more than one kind.
Sometimes, our PDSA cycle consists of
nothing more than a quick "go & see" to
confirm or deny a hypothesis, without
changing or implementing anything at all.
I've come to see a PDSA cycle as simply
the act of taking a step forward with the
intent of learning something in the
pursuit of improvement.
3 Examples of PDSA Cycles
1. Go and See: Direct
observation and data
collection, without changing
anything, to learn more
about a process or situation.
2. Exploratory Experiment:
Introducing a change in a
process to see, via direct
observation, how the
process reacts.
3. Testing a Hypothesis:
Introducing a change, ideally
in only a single factor,
together with a prediction
of what you expect to
happen.
5. #9
Cues, routines, and rewards
matter…
Since organizations have many built-in impediments to
organic continuous improvement (annual performance
reviews, TPS reports, etc.), we must actively pursue
continuous improvement through organizational habitbuilding.
In The Power of Habit, Charles Duhigg explains that for
new habits to form, we must have a habit-building loop
in place consisting of a cue, routine, and reward.
6. Cues
• Formal coaching cycles
• Visual signals (e.g. 5
Questions pocket card)
Toyota Kata
Habit-Building Loop
The Toyota Kata approach provides all 3
elements of habit-building in abundance
Intrinsic Rewards
Routines
• Learning
• Solving problems
• Attaining Kata mastery
• Improvement Kata
• Coaching Kata
7. #8
Track the metrics
of habit-building…
A target condition should always be measureable.
However, in the early stages of Kata adoption the focus
is more on building habits than producing huge process
improvements
with
eye-catching
ROI
calculations. Therefore, it's advisable to also have a
way to measure progress in terms of habit-building.
For example, we can track the # of Kata "practitioners",
# of Kata coaches, # of PDSA cycles performed, etc. I'll
admit that this is a highly imperfect set of habit-building
metrics, so I'm hoping as a community we can come up
with something better.
One option might be to measure what level of skill our
people have attained using a standardized rubric, as
suggested in some of Mike Rother's online material.
8. # Improvement Kata Practitioners by
Month
45
40
35
30
25
20
15
10
5
0
# Coaching Kata Practitioners by
Month
14
12
10
8
6
4
2
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
0
Jul-13
# PDSA Practitioners Added
Aug-13
Sep-13
# PDSA Coaches Added
Cumulative Total # of PDSA Practitioners
# PDSA Cycles Performed by Month
Oct-13
Nov-13
Dec-13
Jan-14
Cumulative Total # of PDSA Coaches
# Departments Utilizing the Kata by
Month
250
25
200
20
150
15
100
10
50
5
0
0
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
# PDSA Cycles Performed
# Departments Added
Cumulative Total # of PDSA Cycles Performed
Cumulative Total # of Departments Using PDSA
Jan-14
9. #7
Clinicians and other front-line
staff tend to like the Kata
approach.
Target Condition
I think this is because it allows
them the freedom to take one
bite of the apple at a time. They
are free to try a small change or
just go get more information, all
in the pursuit of learning and
iteration. This reduces the fear of
failure and the stress of trying to
do too much all at once.
It's quite liberating to be able to
see the top of the staircase and
take a single step at a time.
Current Condition
10. #6
It works on big projects too.
We've seen great success in using the four steps of the
Improvement Kata as a roadmap for fairly large improvement
projects; the 4 routines of the Improvement Kata serve as
project phases, as shown below…
We utilized a Steering Team to build
consensus for a vision statement, KPIs, 1-2
year goals, etc.
The cross-departmental team developed the
future-state map and built consensus with
the Steering Team to obtain approval.
IK STEP 1:
IK STEP 2:
IK STEP 3:
IK STEP 4:
• Understand the
Direction
• Sept-Oct 2013
• Grasp the Current
Condition
• Oct –Dec 2013
• Establish the Next
Target Condition
• Dec-Jan 2014
• PDSA Toward the
Target Condition
• Jan-April 2014
We utilized a cross-departmental team to
analyze the current-state via a series of halfday “work-out” sessions.
We broke up the future-state map into 6
elements that were assigned to 6 learners
who were guided by 1 coach.
11. The Improvement Kata can be utilized
for any type of improvement
effort, including big, formal
projects. The four routines of the IK
provide a nice 4-phase framework upon
which we can plug & play whatever
project we need.
IK STEP 1:
IK STEP 2:
IK STEP 3:
IK STEP 4:
• Understand the
Direction
• Grasp the
Current
Condition
• Establish the
Next Target
Condition
• PDSA Toward
the Target
Condition
12. #5
Target Conditions ≠
Numerical Targets ≠
List of Countermeasures
This was one of the hardest things for me to grasp as a
coach. I almost immediately understood that a target
condition is not the same as setting a numerical target or
goal; yes, we actually have to describe the future mode of
operation that will produce the results we seek. This I
understood.
What I didn't understand was that describing the future
mode of operation does not require us to know exactly how
we will achieve it. In other words, we don't need a specific
list of countermeasures to be able to describe the target
condition. In fact, it's better not to lock ourselves into preconceived notions of what solutions are needed before we've
began testing via PDSA.
13. Here’s a comparison of numerical targets vs. countermeasures
vs. target conditions using a healthcare example…
Scenario
Numerical
Target
We
want to
improve
patient
safety
10% reduction
in medication
errors by Q2
2014
Countermeasures
• Implement
CareFusion barcode
scanning
• Switch to new
armbands that don’t
wash out
• Re-train nurses
We often think that setting
measurable stretch targets
will motivate our people to fix
the problem, but that’s based
on an assumption that a lack
of accountability is the root
cause of the issue. Where’s
the evidence for that?
Target Condition
A future-state of a highly
reliable armband scanning
process powered by
automation that will reduce
the risk of missed armband
scans to reduce medication
errors by 10% within 30 days.
Too specific. Preselecting the specific
means by which we’ll
achieve the target
condition assumes we
know what will work
prior to testing.
Where’s the evidence?
More specific than a
vision or True
North, but not so
specific that we’re
left no room to
iterate based on
what we learn
through testing.
14. #4
Root cause analysis is
an iterative process.
I always thought of root cause analysis as a routine we
performed
prior
to
identifying
potential
countermeasures. We'd use 5-Why? or whatever to identify a
root cause, then come up with countermeasures to address
it. What I learned through the Kata approach is that we don't
have to fully understand the root causes of a problem before
we can start testing countermeasures. In fact, the act of testing
countermeasures (via PDSA) is in and of itself a fantastic way to
identify root causes in an iterative and scientific manner.
In other words, PDSA is an empirical approach to root cause
analysis, that can be utilized alongside statistical and practical
techniques…
15. Find the right mix of statistical, practical, and empirical root
cause analysis techniques to keep the “batch size” of your RCA
work at an appropriate level to reduce the risk of errors in
your analysis…
Statistical
Techniques
• Regression
• ANOVA
Practical
Techniques
• 5-Why
• Ishikawa Diagrams
Empirical
Techniques
• PDSA Testing
• Design of Experiments (DOE)
16. #3
Coaching is tricky.
Even though the Coaching Kata
provides clear instructions on
what questions to ask (the 5
Questions), novice coaches
typically struggle with how to
stick to the script without being
too robotic and awkward about
it. It's a balancing act. A Coach
must be able to sense when the
Learner is in need of strict
structure (new learners often go
off in ten directions at once and
need to focus on the single next
step) and when a more
creative, free-flowing discussion
is appropriate.
Practical Coaching Tips
1. Don’t kick-off a coaching cycle w/
the 5 Questions: break the ice first
to make the Learner comfortable.
2. Utilize visuals: always have the 5
Questions pocket card, 5 Routines
placemat, etc. on-hand as teaching
tools and visual cues for routines.
3. Expect awkwardness: it’s okay to
admit that following a “script” can be
awkward at first. Get it out in the
open early in your engagement.
4. Go off-script: it’s fine to meander
during a coaching cycle in order to
introduce a new tool just-in-time or
to tell a story to spark the creativity
of the Learner.
17. #2
Coaching means providing
a safe environment to fail.
“I have not failed. I've just found 10,000 ways
that won't work.” ― Thomas Edison
Mastering the Kata is mostly a learning-by-doing effort
that relies heavily upon repetition and deliberate
practice. The Coach should foster an environment that
allows the Learner to practice and fail (and trust me, in
the early going most of the practice results in
failure). Because 'practice' in this context occurs in the
real-world (not in some classroom simulation), these
failures must also be done in a safe manner that causes
no irreparable harm or embarrassment.
The Learner’s target condition has an achieve-by
date, and that target condition is where the benefit
comes from. Don’t fall into the trap of thinking that
each step along the way should provide a benefit!
18. #1
When in doubt, take a step
forward and reflect!
Fortune favors the bold.
How to get started?
1. Get a group of leaders passionate about continuous
improvement and get them to read and discuss Toyota
Kata with you.
2. Form an Advance Team of folks from different
departments and levels of the organization and have
them shepherd the overall deployment.
3. Find a sensei, someone who can “coach the coach” to
help you get started.
4. Train up the Advance Team as best as you can and start
practicing the Kata routines (prepare to make mistakes!)
5. Once you reach that target condition, you’ll know what
to do next!
19. About the Author
Michael Lombard is a seasoned leader in healthcare performance
improvement. His mission is to help healthcare systems deliver
ever-increasing value to patients and the community by improving
quality and reducing cost. His approach is to get results by
facilitating process improvement while increasing the improvement
capabilities of the people in our organizations, in an effort to build
cultures of continuous improvement.
His goal for writing is to explore ideas and continuously improve his
understanding of kaizen in healthcare settings.
Please feel free to contact Michael…
@MikeLombard
LinkedIn
mlombardjr@gmail.com