Toyota Kata – habits for continuous improvements Lean IT Summit 2013

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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.

Technology Business

Habits for continuous improvements
3 & 4 October, 2013 Paris, France
hakan.forss@avegagroup.se
@hakanforss
http://hakanforss.wordpress.com/
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

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

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

Oh, I did NOT
expect that!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

The sound of learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

Hypothesis
Prediction
Experiment
Observation
Learning
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

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

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

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

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

Wax on, wax off
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

Vision
Current
Condition
Target
Condition
Challenge
Target
Condition
Target
Condition
Target
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

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 (no injuries)
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
Security for people (no injuries)
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

Get out of the corner office
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

What to collect
Data and facts, not gut feel
Process description (Value Stream Map)
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

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

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

Target Condition examples
All work visible
Lead time 60 days (from 80 days)
Work-in-process 15 (from 20)
Deploy to production every 2 weeks
Specification by Example is used for 80% of
the features
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

Target
Condition
Current
Condition
P
DC
A
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

Leader coaching the learners
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.slideshare.net/hkanforss/
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

Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks. If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: * Red = Non value adding waiting time * Yellow = Non value adding activates required due to how work is organized * Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks. In this session, you will be see how flow efficiency can be drastically improve in two concrete examples from two different domains. First, you will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks. In the second example, you will see how a Product Development Test Organization reduced lead-time and created time for improvements by focusing on improving flow efficiency. We will take a close look at the three laws that define the performance of all processes: * Little’s Law * Law of bottlenecks * Law of variation By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency. When time is gone, it is gone. Time to start removing the red and yellow bricks

Stop doing Retrospective and Start your Toyota Kata

Håkan 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

The red brick cancer Lean Agile Scotland 2013-09-19

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Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes? In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.

Toyota kata – habits for continuous improvements MIX IT 2014-04-29

Håkan Forss

Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement? Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process. Ideas for now •How Toyota Kata can become the catalyst for creating a culture of continuous learning and improvement, a kaizen culture. •How Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. •How the Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. •How small daily experiments lower the resistance to change and builds a kaizen culture. •How to use the great power of habits to build a new culture. •How to apply the Improvement Kata and Coaching Kata in a software development context Read more at http://hakanforss.wordpress.com/tag/toyota-kata/

Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks. If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: • Red = Non value adding waiting time • Yellow = Non value adding activates required due to how work is organized • Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks. In this session, you will be learn how flow efficiency can be drastically improved in a concrete example. You will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks. We will take a close look at the three laws that define the performance of all processes: • Little’s Law • Law of bottlenecks • Law of variation By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency. When time is gone, it is gone. Time to start removing the red and yellow bricks

Retrospective on steroids - Toyota Kata

Håkan 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.

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Toyota kata in knowledge work - European Lean Educator Conference 2014

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Kanban Kata - Lean Kanban European Conference Tour 2012

Håkan Forss

This SlideShare is the updated version of the presentation I gave at Lean Kanban France 2012 (#LKFR12), Lean Kanban Central Europe 2012 (#LKCE12) and Lean Kanban Netherlands 2012 (#LKNL12) Kanban Kata is a guided approach to how to improve collaboratively using the scientific method. In this session you will learn how combine the power of the Kanban Method and Toyota Kata. You will see how Toyota Kata is used as the scientific method that guides your improvements efforts in Kanban. First you will be introduced to Toyota Kata, from Mike Rother's book with the same name. You will learn the different parts of the Toyota Kata and why it will help you focus your learning and improvement work. You will see how Toyota Kata can be applied in software development and how it is used as the scientific method, that in a very focused way guides you in your improvement work in Kanban. In the second part of this session you will join a fictitious company that uses Kanban Kata in a series of dialogs. These dialogs are based on real conversations and will demonstrate how the Kanban Kata is used in practice. Do or do not. There is no try. —Yoda

Toyota Kata - habits for continous learning. Shingo Institue European Confere...

Håkan Forss

Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Building on the power of habits, Toyota Kata helps build a daily continuous learning and improvement culture – a kaizen culture. In this session, Håkan Forss will introduce two main kata* of Toyota Kata – improvement kata and coaching kata. You will learn how the improvement kata and coaching kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive toward your state of awesomeness in small experiments focused on learning. The improvement kata will form the habits of doing small daily experiments focused on learning and improving. The coaching kata will form the habits of leaders in an organization to help the learners learn and improve. It’s time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A kata is something you practice over and over, while striving for perfection. If the kata itself is relatively static, the content of the kata, as we execute it, is modified based on the situation and context in real-time as it happens. A kata is different from a routine in that it contains a continuous self-renewal process.

KATA - Habits for lean learning Agile Australia 2016

Håkan Forss

Learn how to build a Lean learning culture at every level of your organisation. In this presentation from the LEGO enthusiast and Agile Coach at King Hakan Forss, you will discover how the Improvement Kata and Coaching Kata can form the foundational habits of a Lean learning organisation. You will be introduced to two core habits and how they will help you to create an organisation of learners that will improve your business.

KataSummit 2015 Software Practitioners Panel

Håkan Forss

Make strategy happen with hoshin kanri and toyota kata lean agile brighton 20...

Håkan Forss

Lean and Agile software development can help your organization deliver early and often, but that is not sufficient. Without clear and transparent alignment on a strategy, the organization might still end up just keeping itself busy and not achieving the desired results. Making your strategy happen have two major components that lives in symbiosis; strategy alignment and strategy execution. Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organization. Organizations also need to become laboratories, in which they are constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy. In this session you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.

Make strategy happen with Hoshin Kanri and Toyota Kata Agile Australia

Håkan Forss

Lean and Agile software development can help your organisation deliver early and often, but this is not sufficient. Without clear and transparent alignment on a strategy, the organisation might still just end up keeping itself busy and not achieving the desired results. Making your strategy happen involves two major, symbiotic components: strategy alignment and strategy execution. Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organisation. Organisations also need to become laboratories: constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy. In this session, you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.

Make the invisible visible - Visual management in agile product development

Håkan Forss

Most of today's knowledge work is almost exclusively done digitally. If you would step into an office and try to observe the process you will most likely find it hard to understand what is really happening. Most of the work is as ones and zeros hidden in many different digital repositories. To create a common and shared understanding in knowledge work we often need to make the invisible visible. During this session Håkan Forss will share his experiences of creating common and shared understanding of the invisible knowledge work using visual management.

Toyota Kata Puzzle Experience Workshop

Håkan 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 intense and interactive 90 min session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. We will experience the fundamental behavior patterns at the core of the Toyota Kata methodology: the rapid experimental cycles and the Coaching Dialog. You will gain direct insight into the power of the Improvement Kata and Coaching Kata through repeated personal practice. You will experience how these daily habits or routines will help you to strive towards a state of awesomeness in small experiments focused on learning. Small teams will work together striving to achieve ever higher levels of awesomeness using the Improvement Kata and Coaching Kata, thereby gaining practical hands-on familiarity with Toyota Kata. Learning outcomes: · Provide an introduction to the core routines, mindset, and behavioral practices of Improvement Kata and Coaching Kata. · Allow you to experience the core routines of the of the Improvement Kata and Coaching Kata through interactive, hands-on exercises Who should attend? The target audience are Lean/Agile Coaches, Scrum Masters, managers and anyone interested in continuous learning and improvement methods. Anyone can attend. Prerequisites No prior knowledge needed. If you want to prepare the following two books are highly recommended: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother and Lean Enterprise: How High Performance Organizations Innovate at Scale by Jez Humble, Joanne Molesky, Barry O’Reilly Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

Toyota kata – habits for continuous improvements by Hakan Forss

Institut Lean France

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle. What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement? In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata. Watch the video of the presentation here: http://youtu.be/MT3qgwzj5nY More Lean IT videos and presentations on: www.lean-it-summit.com

Lean lego – the red brick cancer

Håkan Forss

Toyota kata – Agile saturday x 2014 02-15

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“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement? Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

Experimentation is King Lean Kanban Central Europe 2015

Håkan Forss

Developing games for the high demand, fast moving mobile market, is truly a challenge. Creating moments of magic is the art of finding the right trade-off between polish and time to feedback. King have developed over 190 games, including the world famous Candy Crush. In this session, we will share our recent experience in how to use evolutionary and experimental approaches in order to deliver disruptive innovation as well as continuous improvements. We will share insights in why Culture is King when you want to create an ever learning and evolving organization.

Toyota Kata presented at DevoxxUK 2013

Mattias Karlsson

You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata! Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working. Presented together with @hakanforss slideshare.net/hkanforss

Stop doing Retrospective and start your Toyota Kata - Devoxx 2013

Håkan Forss

You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata! Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working. Speakers: Mattias Karlsson and Håkan Forss

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Kata experience experimentation form to print on a3

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Reflection card to print on a4

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Do you want to improve end-to-end feature lead-time? It is not a question of working harder. It is a question of first removing the feature wait time, the red bricks. If you would build an end-to-end timeline for your features using red, yellow and green LEGO bricks. Where: • Red = Non value adding waiting time • Yellow = Non value adding activates required due to how work is organized • Green = Value adding activities of real customer value How would your feature end-to-end timeline look like? In most cases, you will have less than 20% green and yellow bricks and more the 80% red bricks. In this session, you will be learn how flow efficiency can be drastically improved in a concrete example. You will see how a Swedish Breast Cancer Clinic drastically improved flow efficiency and reduced patient wait time by focusing on removing the red and yellow bricks. We will take a close look at the three laws that define the performance of all processes: • Little’s Law • Law of bottlenecks • Law of variation By understanding how the three laws governs the performance of your processes, we can look at ways to improve your flow efficiency. When time is gone, it is gone. Time to start removing the red and yellow bricks

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You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata! Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working. Presented together with @hakanforss slideshare.net/hkanforss

Stop doing Retrospective and start your Toyota Kata - Devoxx 2013

Håkan Forss

You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata! Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working. Speakers: Mattias Karlsson and Håkan Forss

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1. Habits for continuous improvements 3 & 4 October, 2013 Paris, France hakan.forss@avegagroup.se @hakanforss http://hakanforss.wordpress.com/ Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

2. “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

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

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

5. Oh, I did NOT expect that! Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

6. The sound of learning Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

7. Hypothesis Prediction Experiment Observation Learning Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

8. 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

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

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

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

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

13. Håkan Forss Lean/Agile Coach @hakanforss

14. Agile/Scrum/XP Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

16. Lean & Kanban Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

18. Wax on, wax off Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

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

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

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

23. Vision Current Condition Target Condition Challenge Target Condition Target Condition Target Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

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

27. The Vision Process focused Not outcome focused Not a business or company vision Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

28. Toyota’s Vision for Its Production Operations Zero defects 100 percent value added One-piece flow, in sequence, on demand Security for people (no injuries) Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

29. Software development Vision example Zero defects, in production 100 percent value added Highest value first, on demand Security for people (no injuries) Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

31. Get out of the corner office Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

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

34. What to collect Data and facts, not gut feel Process description (Value Stream Map) Process metrics Outcome metrics Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

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

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

39. 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

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

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

42. Target Condition examples All work visible Lead time 60 days (from 80 days) Work-in-process 15 (from 20) Deploy to production every 2 weeks Specification by Example is used for 80% of the features Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

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

46. Target Condition Current Condition P DC A Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

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

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

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

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

54. Your treasure map to Toyota Kata! http://hakanforss.wordpress.com/tag/toyota-kata/ http://www.slideshare.net/hkanforss/ 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

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

Toyota Kata – habits for continuous improvements Lean IT Summit 2013

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