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

1. Your
Title here
Håkan Forss Mattias Karlsson
Lean/Agile Coach Java Champion,
Your Logo Here Agile Coach
@hakanforss @matkar
Speaker Name
Your title
Company Name
@twitter

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8. Daily work
Improving
Delivering value
the work
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10. What is a Kata?
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12. Create ”muscle memory”
for continuous improvements
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14. Vision
Challenge
Target
Target
Target
Target Condition
Condition
Condition
Condition
Current
Condition
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15. The Improvement Kata Handbook is Copyright © 2012 by Mike Rother
http://www-personal.umich.edu/~mrother/Materials_to_Download.html

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17. The Vision
• Process focused
• Not outcome focused
• Not a business or company vision
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18. Toyota’s Vision for Its
Production Operations
• Zero defects
• 100 percent value added
• One-piece flow, in sequence, on demand
• Security for people
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19. The Improvement Kata Handbook is Copyright © 2012 by Mike Rother
http://www-personal.umich.edu/~mrother/Materials_to_Download.html

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

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22. What to collect
• Data and facts, not gut feel
• Process metrics
• Outcome metrics
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23. The Improvement Kata Handbook is Copyright © 2012 by Mike Rother
http://www-personal.umich.edu/~mrother/Materials_to_Download.html

24. Our next target condition is…
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25. What is a Target Condition
• Starting with the end in mind
• Defining the destination
• Not the steps to get there
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26. Beyond the knowledge threshold
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27. Put a square peg in a round hole
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28. 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
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29. Challenge
Target
Target Condition
Target Condition
Target Condition
Condition
Current
Condition
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30. Challenge
Current
Condition
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31. 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
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32. The Improvement Kata Handbook is Copyright © 2012 by Mike Rother
http://www-personal.umich.edu/~mrother/Materials_to_Download.html

33. Act Plan
Check Do
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35. Improvements are experiments
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36. Hypothesis
Learning
Observation Prediction
Experiment
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37. Expect at least 50% of the experiments
will not give the expected result
This is when we REALLY learn!
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38. Target
Condition
Current
Condition
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39. Target
Condition
A P
Current C D
Condition
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42. Vision
• Zero defects, in production
• 100 percent value added
• Highest value first, on demand
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43. Challenge
• No recurring defects
• Same environment in all stages
• Concept to Cash in weeks rather than months
• Continuous delivery. In days rather than weeks
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46. 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

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49. Lead time Throughput
Frontend Half the lead time 12th April

50. 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%

51. Lead time Throughput
Frontend Half the lead time 12th April
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
Level 2: 2 Level 2: 2
Level 3: 0 Level 3: 0
Customer satisfaction Customer satisfaction
NPS: 20% NPS: 20%

52. Lead time Throughput
Frontend Half the lead time 12th April
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 = 8 days
M = 20 days M = 16 days
L = 40 days L = 36 days
Escaped defects Escaped defects
Level 1: 1 Level 1: 1
Level 2: 2 Level 2: 2
Level 3: 0 Level 3: 0
Customer satisfaction Customer satisfaction
NPS: 20% NPS: 20%

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

54. Lead time Throughput
Frontend Half the lead time 12th April
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 = 8 days
M = 20 days M = 16 days
L = 40 days L = 36 days
Escaped defects Escaped defects
Level 1: 1 Level 1: 1
Level 2: 2 Level 2: 2
Level 3: 0 Level 3: 0
Customer satisfaction Customer satisfaction
NPS: 20% NPS: 20%

55. 26th March
Lead time
Frontend
Document the setup
process

56. 26th March
Lead time
Frontend
Document the setup We expect to
process understand the
process better

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