Toyota Kata presented at DevoxxUK 2013

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Håkan Forss Mattias Karlsson
Lean/Agile Coach Java Champion,
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@hakanforss @matkar
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Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

Daily work

Improving
Delivering value
the work


What is a Kata?


Create ”muscle memory”
for continuous improvements


Vision

Challenge

Target
Target
Target
Target Condition
Condition
Condition
Condition
Current
Condition


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


Toyota’s Vision for Its
Production Operations
• Zero defects
• 100 percent value added
• One-piece flow, in sequence, on demand
• Security for people


What to collect
• Data and facts, not gut feel
• Process metrics
• Outcome metrics


Our next target condition is…


What is a Target Condition
• Starting with the end in mind
• Defining the destination

• Not the steps to get there


Beyond the knowledge threshold


Put a square peg in a round hole


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


Challenge

Target
Target Condition
Target Condition
Target Condition
Condition
Current
Condition


Challenge

Current
Condition


Target Condition examples
• All work visible
• Lead time 40 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


Act Plan

Check Do


Improvements are experiments


Hypothesis
Learning

Observation Prediction

Experiment


Expect at least 50% of the experiments
will not give the expected result

This is when we REALLY learn!


Target
Condition

Current
Condition


Target
Condition

A P
Current C D
Condition


Vision
• Zero defects, in production
• 100 percent value added
• Highest value first, on demand


Challenge
• No recurring defects
• Same environment in all stages
• Concept to Cash in weeks rather than months
• Continuous delivery. In days rather than weeks


Id Title StartDate EndDate LeadTime
1010 Feature 1 2011-05-20 2011-05-30 10
1011 Feature 2 2011-05-25 2011-06-06 12
1012 Feature 3 2011-05-31 2011-06-12 12
1013 Feature 4 2011-05-31 2011-06-09 9
1014 Feature 5 2011-06-05 2011-06-13 8
1015 Feature 6 2011-05-20 2011-06-02 13
1016 Feature 7 2011-05-25 2011-06-06 12
1017 Feature 8 2011-05-31 2011-06-08 8
1018 Feature 9 2011-05-31 2011-06-10 10
1019 Feature 10 2011-06-06 2011-06-13 7

Lead time Throughput
Frontend Half the lead time 12th April


MPNet Development Process
Release Release
Create request Business proposal Approvals Technical design Development Test Release
planning management

Market & BD
Heat ticket BRD Approval UAT Sign-off
3 days 7 days
5 min 5h 1h 2h 5 min

5 days
4 days

PMO
Approval 7 days
1 day
6 min

1 day

Functional and
Release planing Test Case Status report
FDD Guesstimateing systems test Validation

FA
7 days 2 h (8 h) 4h 5 min
10 h 2h 12 h(60 h)

7 days
2 days

Developer
Development,
1 day 7 days documentation Packeting
Guesstimateing TDD 1 day
and test Clearrity ticket
4h 4h
13 h 1,5 h

15 days

manager
Release
Release to test
env. 4 days
1 h (4 h)

GTS
Send Approval Release to prod.
5 min 2 h (9 h)

1 day

Management
Approval
20 min

Lead time
S = 12 days
M = 20 days
L = 40 days
Escaped defects
Level 1: 1
Level 2: 2
Level 3: 0
Customer satisfaction
NPS: 20%


MPNet Development Process MPNet Development Process
Release Release Release Release
Create request Business proposal Approvals Technical design Development Test Release Create request Business proposal Approvals Technical design Development Test Release
planning management planning management

Market & BD

Market & BD
Heat ticket BRD Approval UAT Sign-off Heat ticket BRD Approval UAT Sign-off
3 days 7 days 3 days 7 days
5 min 5h 1h 2h 5 min 5 min 5h 1h 2h 5 min

5 days 5 days
4 days 4 days

PMO

PMO
Approval 7 days Approval 7 days
1 day 1 day
6 min 6 min

1 day 1 day

Functional and Functional and
Release planing Test Case Status report Release planing Test Case Status report
FDD Guesstimateing systems test Validation FDD Guesstimateing systems test Validation

FA

FA
7 days 2 h (8 h) 4h 5 min 7 days 2 h (8 h) 4h 5 min
10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h)

7 days 7 days
2 days 2 days

Developer

Developer
Development, Development,
1 day 7 days documentation Packeting 1 day 7 days documentation Packeting
Guesstimateing TDD 1 day Guesstimateing TDD 1 day
and test Clearrity ticket and test Clearrity ticket
4h 4h 4h 4h
13 h 1,5 h 13 h 1,5 h

15 days 15 days

manager

manager
Release

Release
Release to test Release to test
env. 4 days env. 4 days
1 h (4 h) 1 h (4 h)

GTS

GTS
Send Approval Release to prod. Send Approval Release to prod.
5 min 2 h (9 h) 5 min 2 h (9 h)

1 day 1 day

Management

Management
Approval Approval
20 min 20 min

Lead time Lead time
S = 12 days S = 12 days
M = 20 days M = 20 days
L = 40 days L = 40 days
Escaped defects Escaped defects
Level 1: 1 Level 1: 1
Customer satisfaction Customer satisfaction
NPS: 20% NPS: 20%



Market & BD

Market & BD

5 days 5 days
4 days 4 days

PMO

PMO
1 day 1 day
6 min 6 min

1 day 1 day


FA

FA
10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h)

7 days 7 days
2 days 2 days

Developer

Developer
4h 4h 4h 4h
13 h 1,5 h 13 h 1,5 h

15 days 15 days

manager

manager
Release

Release
1 h (4 h) 1 h (4 h)

GTS

GTS
5 min 2 h (9 h) 5 min 2 h (9 h)

1 day 1 day

Management

Management
Approval Approval
20 min 20 min

Lead time Lead time
NPS: 20% NPS: 20%

26th March
Lead time
Frontend

Document the setup
process

26th March
Lead time
Frontend

Document the setup We expect to
process understand the
process better



Market & BD

Market & BD

5 days 5 days
4 days 4 days

PMO

PMO
1 day 1 day
6 min 6 min

1 day 1 day


FA

FA
10 h 2h 12 h(60 h) 10 h 2h 12 h(60 h)

7 days 7 days
2 days 2 days

Developer

Developer
4h 4h 4h 4h
13 h 1,5 h 13 h 1,5 h

15 days 15 days

manager

manager
Release

Release
1 h (4 h) 1 h (4 h)

GTS

GTS
5 min 2 h (9 h) 5 min 2 h (9 h)

1 day 1 day

Management

Management
Approval Approval
20 min 20 min

Lead time Lead time
NPS: 20% NPS: 20%

26th March
Lead time
Frontend

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

26th March
Lead time
Frontend

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

26th March
Lead time
Frontend


Automating large parts
of the test setup

26th March
Lead time
Frontend


of the test setup

Automating setup of
test database

26th March
Lead time
Frontend


of the test setup

Automating setup of test We expect to half the
database setup time for the
test database

Leader coaching the learners


Coaching Kata


Toyota Kata summary
Creates organization ”muscle memory”
for continuous improvements

Improvements are experiments

Familiar routines, as you probe through the unknown


Are the exact
Katas important?


Yes, but
• Having routines are more important
– People should know what to expect
– Adds extra security when probing through the unknown


Rocks !!


Your treasure map to Toyota Kata!

http://www.lean.org/kata/
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Håkan Forss Mattias Karlsson
Lean/Agile Coach Java Champion,
Your Logo Here Agile Coach
@hakanforss @matkar
Speaker Name
Your title
Company Name
@twitter

Toyota Kata presented at DevoxxUK 2013

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