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
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!
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.
The book 'Learning to See' helps you create a shared picture of delivering customer value. The follow-on book 'Toyota Kata Culture' shows you how to get there.
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.
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!
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.
The book 'Learning to See' helps you create a shared picture of delivering customer value. The follow-on book 'Toyota Kata Culture' shows you how to get there.
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.
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.
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
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.
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.
There have been many definitions of 'Lean,' often centered around cost reduction, tool/technical in nature, or describing its elements. 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 your Lean Thinking. First published in 2014.
This was a keynote presentation at the 2013 AME Annual conference in Toronto. Kata Walks are a more focused alternative to Gemba Walks, and a type of structured practice of the Improvement Kata and Coaching Kata patterns.
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.
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.
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
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.
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.
There have been many definitions of 'Lean,' often centered around cost reduction, tool/technical in nature, or describing its elements. 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 your Lean Thinking. First published in 2014.
This was a keynote presentation at the 2013 AME Annual conference in Toronto. Kata Walks are a more focused alternative to Gemba Walks, and a type of structured practice of the Improvement Kata and Coaching Kata patterns.
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.
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
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 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.
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.
“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
ITSM.fi breakfast seminar about learning organizations and Toyota KataTeemu Toivonen
The slides for the ITSM.fi breakfast seminar about the capabilities of learning organisations and the Toyota Kata way of problem solving and managing. The new addition to this presentation was a play to highlight the differences in traditional management and Toyota Kata coaching.
Creating an organizational culture of improvement, adaptation and innovation means developing scientific skills and habits through practice. The Improvement Kata and Coaching Kata finally give us a way to do that.
Toyota Kata presentation for the Agile Finland communityTeemu Toivonen
An introduction to Toyota Kata presentation that I gave for Agile Finland. The presentation includes:
* Toyota Kata overview
* Introduction to the Improvement Kata
* Introduction to the Coaching Kata
* Introduction to A3 templates
* My experiences of getting started with Toyota Kata
The Basics of the A3-method (a repackaged version of Toyota Kata)Teemu Toivonen
The A3-method is very simple and effective Lean project management method designed specifically for small and medium sized improvement projects. The A3-method is simple to learn and get started with and has a good track record for producing results and at the same time developing people.
The A3-method is based on the work of Mike Rother and his research and publications on Toyota Kata.
Toyota Kata - Making continuos improvement our competitive advantage.Tilo Schwarz
The Toyota Kata - how to enable a culture of continuos improvement and innovation.
As business and market conditions get more and more volatile the only way to succeed is to be more adaptive and innovative then others.
Therefore the focus of management must change from results and solutions to increasing the ability to adapt and innovate.
Use the Toyota Kata to make this ability your organizations competitive advantage by developing it into your culture.
Coaching for Continuous Improvement presented at the ASQ World Conference on Quality and Improvement May 2016 Milwaukee - How to develop team members to be strong problem solvers
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Visit www.Authentic-Happiness.com to check your Life Satisfaction score. Free, no registration required.
These are the presentations from the first Midwest Kata Practitioners Day held in Appleton, WI on Jan. 2 2017. Great examples from companies implementing Toyota Kata.
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
I designed this guide to help entrepreneur's navigate the opaque world of coaching. I also created this guide to help them assess and find an amazing coach who is a strong match. Fit is incredibly important because it has a direct impact on the strength of the alliance and quality of outcomes.
This guide is broken up into a number of sections. First, I provide an overview on what coaching actually is. I then share insights into the coaches toolbox. Said another way, the experiences, skills and certifications that a coach may have. From there, we'll dive into how you can run a process and determine fit. I then highlight coaches and organizations that have been recommended by your peers. On our way to wrapping up, I share how you can think about pricing and ROI. Finally, I leave you with some resources if you want to go deeper into coaching.
Working with a coach is a big investment in time, money and energy. Both sides should feel charged to co-create a partnership, embark on a life-changing journey and grow together over time. That's why going into the process armed with guidance and information is so critical. Good luck!
Dr Alma McCarthy, Discipline of Management, gave this workshop on how to manage the PhD journey at the 2017 Whitaker Institute PhD Forum on the 24th May 2017 at NUI Galway.
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This slide show complements our existing learner guide - NCV 2 Business Practice Hands-On Training published by Future Managers Pty Ltd. For more information visit our website - www.futuremanagers.net
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Toyota Kata Presentation for ITSM.fi TOP 10 Conference
1. Toyota Kata
The Truth Behind the Myth of the Learning Organization
Teemu Toivonen
Tomi Lamminsalo
2. Tomi Lamminsalo works as
a developement manager in
Aalto University IT.
Tomi has used Toyota Kata
methods and tools
succesfully in a large
program.
Professional Interests:
Agile, Lean, coaching,
systems thinking and service
management.
Teemu Toivonen works as
manager of application
services in Aalto University
IT. Strong background in
Agile and Lean. Three years
of experience in Toyota Kata
problem solving and
coaching
Professional Interests:
Agile, Lean, coaching ja
systems thinking.
3. • Customers
– Students: 19 993
– Staff: 5 330
– 6 schools
– Stakeholders (mm. alumni, open uni
students): > 80 000
• Resources
– Budget
• Centralized IT: 17,4 M € / 425,3 M €
• Total costs of all IT in Aalto University
30,1 M €
– IT-staff
• 138,7 Centralized IT FTE
• 210,9 Total IT FTE
Photograph: Aino Huovio
ARTS alumni
Aalto University in numbers
4. What is a learning organization?
Discuss briefly with your partner, what you
think is a learning organization.
7. Goal for the event
You will have a basic understanding of the philosophy of Toyota Kata and how
it works. This will be achieved by a combination of:
• Short lectures
• Discussion
• Exercises
Engaging conversation is more important than quiet
listening so when you have a question or comment please
share it!
8. What is a Kata?
Kata is a routine or repeating pattern for doing
something
9. Why are habits and routines
important?
• Can someone describe shortly the difference
between driving a car:
– The first time they drove
– After several years of experience
Routines and habits are the bases for effective
and efficient action!
10. “We are what we repeatedly do.
Excellence, then, is not an act but a habit.”
- Aristoteles
Toyota Kata is about creating habits that
create excellence.
11. The Philosophy Behind Toyota Kata
1. The second law of thermodynamics:
everything deteriorates over time
– There is no stable condition that can
be maintained
– The only solution is to improve
constantly
2. Grow people and maximize human
potential by engaging people to
continually improve as part of their
everyday work
12. Mentee
Improvement Kata Coaching Kata
Mentor
Toyota Kata
Philosophy:
• Continually improve as part of everyday work to get
better and fight entropy
• Grow people and maximize human potential by
engaging them in the improvement through Toyota Kata
Questions or
comments about the
overview?
Toyota Kata is two behavioral routines to realize these goals
13. Improvement Kata
Long term vision
”North Star”
1. Understand the direction
2. Understand the current
condition
3. Define the Next target condition
4. Experiment your way to the
target
5. Start over
Next target
condition
A good target
condition is abouth a
month away
PDCA-experiment
1. Hypothesis
2. Experiment
3. Result
4. Learning
PDCA experiment
your way to the target
Current condition
Understand deeply
14. 1. Long term vision
• Also known as “True North” or “North Star”
• Sets the direction for short term plans
• Is brief and describes the outcome and the
process
• Toyota manufacturing example paraphrased:
– “One piece flow, zero defects and 100% value
adding steps (no waste)”
• Does not need to be realistically achievable
• Choose wisely
15. == TASK
This seems
important!
This seems
interesting
There is always too
much to do and by
random choices you get
nowhere
A team without a North Star
17. 2. Understand the current condition
• Understanding the current condition is the bases for going
forward and means going deeper than the superficial lever
– Involves Systems Thinking and a process viewpoint
• “Go and see”
It’s a lot harder to
really see than you’d
guess
18. 3. Set the target condition
• A target condition describes both the outcome and process
and can be achieved in 1-3 months
– In the beginning shorter is better for learning
• A good target condition is challenging
– Just right, not too easy and not too difficult
• You can start with skeleton target (challenge) and fill in the
details as you learn more (target condition)
A good target
condition is just
beyond where you can
see clearly
19. What are the obstacles?
• As part of understanding the current condition
and setting the target condition you gain
insights into the obstacles that are in your way
• Pick one (which one seems most important)
and start finding your way toward your target
condition one step at a time with PDCA
experiments
20. 4. PDCA experiments
What is your hypothesis?
Design a quick experiment
What is the expected outcome?
Run the experiment
“quick and light”
What was the actual outcome?
Was it what you expected?
What did you learn?
Time for a new plan!
or
How do I sustain the results?
Points of emphasis
Short iteration cycles Go and see Focus on learning
21. 4. Navigate towards the target with experiments
Find the route to the target by
learning from experiments and
focusing on the next step forward
based on that learning
22. Example: Weight lose
• I will be using weight lose as an simple
example of the concepts I’ll be talking about
23. Weight lose: North Star
• Enough exercise to stay on
good shape and relax
• Eat healthy and good food
• Spend quality time with
family and friends with
good energy
• Get enough rest and
downtime
24. Current condition: Weight lose
• Quality of food is poor and the
amount of calories is too big
– Especially too much carbohydrates
and fat
• Not enough exercise
– Running every 2 weeks
– Floorball every 2 weeks
• Weight 93 kilograms
25. Target condition: Weight lose
• Regular meal and snack
schedule
• Less calories per meal by
healthy composition of meals
• Exercise
– Running 2-3 times a week
– Floorball 1 time per week
• Lose 5 kilograms of weight in
3 months
26. Obstacles: Weight lose
• Meal sizes are too big – food is good and I like to eat
• Too busy and tired to get exercise.
– Mostly a feeling rather than a fact.
27. Experiment Expected outcome Actual outcome Learning
Eat smaller meals
• Lunch
• Dinner
Less food consumption
during the day
More unhealthy snacks
in the afternoon and
evening
Eating smaller
meals makes me
eat more snacks.
Lunch: Eat half
meat/protein and half
salad
Less calories during the
day and protein will
keep hunger away
Works out pretty much
as planned, except
when there is good
desert
Eating salad and
protein is good
diet choice and
makes it easy to
eat less.
Increase floorball and
running training by
making commitment to
friends to play once a
week and go running
twice
Social pressure will help
me get more exercise
At the beginning
difficult, but as it
became a habit it got
easier. Also exercise
feels more bursty than
steady running.
Social
commitment is a
good motivator.
New habits are
difficult in the
beginning.
Experiments: Weight lose
28. Improvement Kata
Long term vision
”North Star”
1. Understand the direction
2. Understand the current condition
3. Define the Next target condition
4. Experiment your way to the target
5. Start over
Next target
condition
A good target condition
is abouth a month
away. Describes both
outcome and process
PDCA-experiment
1. Hypothesis
2. Experiment
3. Result
4. Learning
Remember quick
experiment cycles!
PDCA experiment
your way to the target
Points of emphasis
Current condition
Understand deeply
Short iteration cycles
Go and see
Focus on learning
Questions before the
exercise?
30. Improvement Kata exercise
• Make sure you have required tools to make notes:
Written guide / sheets to write on.
• Think of a problem and long term goal (2 min)
• Describe briefly what the current situation is (1 min)
• Choose the target condition (2 min)
• Choose first experiment:
– Experiment (1 min)
– Hypothesis (1 min)
– Actual Outcome (1 min)
– What did you learn? (2 min)
• What’s your next experiment? (1 min)
31. The Coaching Kata
The purpose of the Coaching Kata is to teach
and coach the Improvement Kata using real
world problems as practice.
Mentee
Improvement Kata Coaching Kata
Mentor
32. When do you need a mentor/coach?
The need never goes a way. You can spend a
lifetime learning the Improvement Kata and
still have need for improvement. The role of
the coach is to help you learn.
No one questions why world class athlete’s
need coaches. Why should work be different?
33. The responsibilities of the mentor
• Teach the basics of the Improvement Kata to
the mentee
• Develop the mentees abilities by coaching him
in the use of the Improvement Kata through
real problems/challenges
• The mentor can not give solutions to the
mentee, but is responsible for the results
34. Requirements for the mentor
The mentor must have first hand
knowledge and experience of
using the Improvement Kata.
The mentor must be involved in
the Improvement Kata in order to
coach properly. Don’t coach blind.
35. Focus on understanding
the long term direction
and current condition in
order to set a good and
challenging next target
condition.
Keep the target condition
clear in the mind while
focusing on the next step
towards that target
condition. A mindset of
experimenting and
learning is crucial.
Coaching Kata
Before the target
condition is set
After the target
condition is set
36. Coaching before the target condition is set
• Is there a clear and shared vision for the long
term goal to set the direction?
• Does the mentee understand the current
condition deeply?
• Does he know what is the next target
condition? Do you need to give him a
challenge that he can turn into the target
condition?
37. Coaching after the target condition is set
The five questions:
1. What is the target condition?
2. What is the actual condition now?
3. What obstacles are now preventing you from
reaching the target condition? Which one are
you addressing now?
4. What is your next step (PDCA experiment)
5. When can we go and see what we have learned
form taking that step?
From Toyota Kata by Mike Rother
38. The next step
The most important thing is
making sure that the next
step is clear for the mentee.
It is better for the mentee to
figure out the next step, but
if necessary the mentor can
decide it. Go and see XYZ!
40. Coaching questions
1. What is the North Star?
2. What is the Current Condition?
3. What is the next Target Condition?
4. What is the first step?
1. What is the Target Condition?
2. What is the Actual Condition?
3. Which Obstacle are you working on?
4. What is your Next Step
5. When can we Go and See?
The purpose of the Coaching Kata is to
teach and coach the Improvement Kata
using real world problems as practice.
Coaching Kata
Before the target condition is set After the target condition is set
Key points
• Focus on guiding the Improvement Kata pattern
• Ask question, don’t give answers
• In unclear situations suggest: go and see
• Remind the mentee about the key aspects of
the Improvement Kata
• Short and frequent coaching discussions
• Is the next step clear?
42. Coaching Kata exercise
• Take the pair you talked with earlier. Make sure you have required tools to
make notes: Written guide, pens, post it notes if needed.
• Choose roles: Problem Solver (Mentee), Coach (Mentor).
• Discussion 1, mentor asks (4 min):
– Long term goal?
– What is the current condition?
– What is the target condition?
– What is the next step (first experiment)
• Imagine you did the experiment.
• Discussion 2, mentor asks (6 min):
– What is the target condition?
– What is the new current condition?
– Which obstacle are you working on? What did you learn?
– What is your next step?
– When can we go and see the results?
43. A3 - template
A3-
document
Mentee Mentor
A3 is a single page document to support the
Improvement and Coaching Katas.
A3 – documents help to…
Create shared
understanding
Learn the Kata
Create structure
(thinking and coaching)
The A3 is not a form to fill! It is a living document that is updated
and revised throughout the Kata.
44. A3 and organizational learning
Solutions are documented
together with their context
The why behind the solutions
is also documented
A3 documents also reveal the
thinking process that lead to
finding the solution
Share the failures.
Worst practice is as valuable
as best practice
45. SUMMARY
• Remember it’s not about tools, it’s about creating
habits that create excellence and continual
improvement:
– Improvement Kata
– Coaching Kata
• If you want to study more you should definitely read
this book.
• Any questions, please don’t hesitate to contact us:
– Teemu.toivonen@gmail.com, @number_9_
– Tomi.lamminsalo@gmail.com, @thelamminsalo
– http://troikka.wordpress.com
• Q & A
Editor's Notes
Teemu presentshimself.Tomi presentshimself.Teemu:Choosepairs, for rest of the excercies.Chooseoneyouhaven’tmetbefore, thiswill help younetworkbetter.Presentyourself to yourpair.
TomiFirstoffI’ll show you Aalto in fewnumbers.20k students5,5k staff6 Schools, 4 in technology, 1 in arts, 1 in economics (ARTS, BIZ, ELEC, ENG, SCI, CHEM)Resources:Centralized IT hasaround 17,4 M € budgetTotal costs of all IT in Aalto University is around 30 M €Centralized IT where me and Teemu workhas 139 FTEAll IT is 211 FTE
Teemu
Teemu:Capabilities 1-3 and capability 4I wrotemoreaboutthis in my blog, I’llgiveyou the link in the materialweprovideyou.
Teemu:Capabilities 1-3 and capability 4I wrotemoreaboutthis in my blog, I’llgiveyou the link in the materialweprovideyou.
Tomi
Tomi:Bad example of north star:Just weight 80 kilos, can be achieved by any means, not really describing how you want to live. It describes just one goal, not a process.Good North star is supposed to describe how the world works, not how
Tomi:Bad example of this would be 93 kilograms, not enough exercices and quality of food is poor. It does not have the details, that you have collected by studying how you work, by eg. Writing down your habits.Deeply understand this.Goodexample for itsmf: Wouldyouratherinterview a lot of people and stillnotget the pictore of howincident management / servicedeskworks, thangowork in the servicedesk for oneday? Whichgivesyoumoreinformation?
Tomi:Bad example is just process, no goal to reach. So you would say exercise and eat healthier without a goal.
Tomi:Bad example ????
Oma tarina?
Tomi:We’re going to train what Teemu just talked about now.
Right paper: Reads 1 and Improvement Kata Exercise, short description:Single person exercise.Choose easy example. You can use losing weight as an example. If you take a real world problem, details might be an issue.I will guide you through the exercise one step at a time.2) Remember to describe how the world will look works.3) Think of something that’s accurate enough and 4) Process and a goal, around 4 weeks should be good.5) Experiment – choose something you think might work6) Hypothesis – Write what you think will happen7) Actual outcome – What did happen?8) Think on what you learned from this?9) Write next experiment suggestion.
Toyota sets the bar at 10 years You can not coach the Improvement Kata blind, but you must understand deeply the problem it is being applied to
Tomi:We will use the papers you wrote earlier on improvement kata exercise.We will train how coaching works and what are the questions you will be going through what Teemu told us earlier.
This is a pair exercise. Take the pair from earlier, that you talked about learning organization.Choose roles: One is coach, another is problem solver (you will swap later).Raise your hands who are Problem Solvers = Mentees. Problem solver takes paper that says 1 (one that you filled earlier) and paper that says 2. You will do the writing.Raise your hands who are Coaches = Mentors. You will just take paper that says 3. You will be asking questions.You will have two discussions:Discussion 1, go through long term goal, current condition, next target condition, next stepYou will have all this written down. Coach asks the question. (Purple titles)Now think you did the experiment.Discussion 2, go over what happened with these questions and agree on next step. (Orange titles help you here, but you might want to write the whole conversation down).Switch