förbättringskata & coachingkata - toyota kata...
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Playing with lean
A hands-on simulation game where you learn the improvement kata pattern to establish a goal and then experiment toward it from round to round while also testing the role of leadership coaching.
After this training you should also be able to run this workshop yourself and all slides and materials will be shared afterwards.
Agenda
Short intro on Kata
Simulation
Summary
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Revere AB
BOOKS
CONSULTING Industry, healthcare service, media, mm >15 countries, > 25 years
Pia Anhede, MSc Joakim Hillberg, MSc/MBA
ACTION LEARNING Production Service/ admin Healthcare
+46 705 43 80 48 pia@anhede.com
+ 46 705 74 68 12 joakim@hillberg.com
NETWORK
TRAINING, MASTER MEETINGS & CERTIFCATION
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Preparations
Watch movie (10 min) https://www.youtube.com/watch?v=oPYm89AANb0
Split class into groups of 4-5 people and place each group on one table
Every groups should have the following on their table
– A puzzle
– Pen
– Timer (smartphone works best)
– A template (see separate file)
– Reflection card, one card per person (see separate file)
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You cannot just copy those who are successful at it ? (e.g. Toyota)
… or just use methods and tools?
The challenge is to create a culture of continuous improvement (PDCA/scientific thinking)
100>1
… or just chase waste?
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Understanding of lean
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Gen 1 Methods and tools Value stream mapping, 5S,
standardized work …
Gen 2 Leadership and principles Liker’s 14 management principles
Spear Decoding the DNA of Toyota
Gen 3 Behaviours Kata
Gen 4 ??
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The Improvement Kata
The research behind
Challenge driven improvements
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Finding:
If you study Toyota’s management system enough, a common pattern of thinking and acting emerges, which is evident at all levels inside the company.
The research was guided by these two questions:
1. What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and agility?
2. How can other companies develop similar routines and thinking in their organizations?
Vision
Next Target
Condition
Current Condition Obstacles Challenge
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Kata skills
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Synliga
Mindre synligt
Lean tools and techniques to improve the business.
• A systematic, scientific way of thinking and acting
• Managers as the teachers of that way.
Changes the organization’s behavior to a culture focusing on the strategic challenges.
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Question 1
I’ll roll a dice 3 times and sum the numbers.
The sum will be a number between 3 and18
Before I roll, please write down:
What will be the sum of the 3 rolls?
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Those of you who wrote the
incorrect sum
How do you feel?
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Neutral,
It is just random
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Question 2
2, 4, 6, 8, 10, 12, ?
What would be the next number in this series?
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Question 2
2, 4, 6, 8, 10, 12, 2
Those of you who wrote the wrong number
How do you feel?
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Hallå !
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What was the difference about these
two scenarios?
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How easy is it to spot the current knowledge threshold?
What would be a good answer for the two questions?
Why don’t we say that?
No facts
Current knowlegde threshold
2, 4, 6, 8, 10, 12,
Predictable zone
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There is always a knowledge threshold
But when we don’t see it, we set a course and go rather than testing, learning and adapting. Here is where the trouble begins.
Action plan, voting,
prioritizing
False security
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Our brain tricks us Which line is the longest?
www.revere.se/kata.htm katatogrow.com
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Ca y u rea t is?
READ WHAT YOU SEE
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Can you read this?
Our amazing brain filled in the blanks!
READ WHAT YOU SEE
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IUMRING TQ GQNGIUSIQNS
Can you read this
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Our brain jumps to conclusions instead of saying: “I don’t know”
IUMRING TQ GQNGIUSIQNS
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Current Knowledge Threshold
OUR BRAIN FILLS IN THE BLANKS AUTOMATICALLY
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THIS COGNITIVE MECHANISM HELPS US GET THROUGH THE DAY
But it also causes problems We often don't notice our Knowledge Thresholds.
We feel quite sure and make faulty decisions.
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The two problems
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Current knowledge threshold
Our brain fills automatically in the blanks
We don’t see the knowledge threshold
2, 4, 6, 8, 10, 12,
Predictable zone
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Born
Scientific Thinking
It's not our default mode. We are bad at scientific thinking, due to those natural, unconscious mental mechanisms.
Learned through Practice
Kata in the Classroom / katatogrow.com
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Purpose of Kata
How to practice, both practically and systematically, in making challenging, strategically-relevant improvements.
To train leaders in how to lead and coach challenge-driven improvements.
This can change an organization’s behavior and culture to one of continuous improvement and scientific thinking.
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Today we'll practice the pattern of the
It's a scientific routine for achieving tough goals
www.katatogrow.com
A is a routine you practice, so it's pattern becomes an automatic habit that gives you some new skills!
www.katatogrow.com
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4. Conduct Experiments to get there
THE FOUR STEPS OF THE IMPROVEMENT KATA APPROACH
2. Current Condition
3. Target Condition
1. Challenge
www.revere.se/kata.htm katatogrow.com
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You don't have to reach the overall challenge right away.
The path is not predictable or straight.
You experiment to get to the next goal, which makes it scientific.
4. Conduct Experiments to get there
2. Current Condition
3. Target Condition
1. Challenge
www.revere.se/kata.htm katatogrow.com
For this exercise we'll build this 15-piece puzzle
several times, and experiment with ways
to do it faster
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Choose a Team Name
Select a Data Recorder Write your team name on the forms in the kit
Select a Timekeeper Use your smartphone
THREE THINGS TO DO NEXT:
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Go ahead and build the puzzle one time!
• Study the picture.
• Build the puzzle.
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TODAY'S GROUND RULES
(1) "START Position" = - Puzzle pieces shuffled in random order
- Pieces face down in one stack
- Hands flat on the table
(2) All Teams Start Together a. Instructor calls "START"
b. Build the puzzle (talking allowed, all can
participate)
c. Note the elapsed time on your form
(3) Please Don't Write directly on the
Puzzle www.katatogrow.com
Now let's do
the four steps of
the Improvement Kata
www.katatogrow.com
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4. Conduct Experiments to get there
2. Current Condition
3. Target Condition
1. Challenge
Step 1: UNDERSTAND THE CHALLENGE
15 seconds
www.revere.se/kata.htm katatogrow.com
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4. Conduct Experiments to get there
3. Target Condition
1. Challenge
Step 2: GRASP THE CURRENT CONDITION
2. Current Condition
www.revere.se/kata.htm katatogrow.com
LET'S ESTABLISH A BASELINE TIME FOR YOUR TEAM
Record your time here
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4. Conduct Experiments to get there
2. Current Condition
1. Challenge
Step 3: ESTABLISH YOUR NEXT
TARGET CONDITION
What puzzle build time does your team want to reach today? (In this class period)
15 seconds
3. Target Condition
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EACH TEAM
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DRAW YOUR TARGET CONDITION LINE ON THE 'EXPERIMENTING' FORM
TC
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Step 4: CONDUCT EXPERIMENTS TO GET THERE
2. Current Condition
3. Target Condition
1. Challenge
4. Conduct Experiments to get there
www.revere.se/kata.htm katatogrow.com
HOW WE'LL EXPERIMENT 3 Minutes per Round
Instructor calls "START"
Build the puzzle
Note the elapsed time on your form
Based on what happened, discuss your
learnings and then plan what to do next
Write ideas you want to test onto the form
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(Before) Write down the
next ideas you want to test
(After) Mark the
elapsed time
THE EXPERIMENTING FORM What to record in each round
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(After) Write down
what you learned from
the experiment.
AFTER EACH EXPERIMENT WE'LL REFLECT
After each round we'll ask one team this set of Reflection Questions
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PLEASE PLAN YOUR FIRST EXPERIMENT Write the ideas you want to test next
on your 'Experimenting' form
Write down the ideas you want to test
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GET READY FOR THE NEXT ROUND
3 Minutes per Round
Instructor calls "START"
Build the puzzle
Note the elapsed time on your form
Discuss your learnings
Discuss what you plan to do next
Write ideas you want to test onto the form
---------- Time's up... Ask the Reflection Questions
Get into START Position (timekeeper raise hand)
www.katatogrow.com
GET READY FOR THE NEXT ROUND
3 Minutes per Round
Instructor calls "START"
Build the puzzle
Note the elapsed time on your form
Discuss your learnings
Discuss what you plan to do next
Write ideas you want to test onto the form
---------- Time's up... Ask the Reflection Questions
Get into START Position (timekeeper raise hand)
www.katatogrow.com
GET READY FOR THE NEXT ROUND
3 Minutes per Round
Instructor calls "START"
Build the puzzle
Note the elapsed time on your form
Discuss your learnings
Discuss what you plan to do next
Write ideas you want to test onto the form
---------- Time's up... Ask the Reflection Questions
Get into START Position (timekeeper raise hand)
www.katatogrow.com
GET READY FOR THE NEXT ROUND
3 Minutes per Round
Instructor calls "START"
Build the puzzle
Note the elapsed time on your form
Discuss your learnings
Discuss what you plan to do next
Write ideas you want to test onto the form
---------- Time's up... Ask the Reflection Questions
Get into START Position (timekeeper raise hand)
www.katatogrow.com
GET READY FOR THE NEXT ROUND
3 Minutes per Round
Instructor calls "START"
Build the puzzle
Note the elapsed time on your form
Discuss your learnings
Discuss what you plan to do next
Write ideas you want to test onto the form
---------- Time's up... Ask the Reflection Questions
Get into START Position (timekeeper raise hand)
www.katatogrow.com
www.revere.se/kata.htm katatogrow.com
GET READY FOR THE NEXT ROUND
3 Minutes per Round
Instructor calls "START"
Build the puzzle
Note the elapsed time on your form
Discuss your learnings
Discuss what you plan to do next
Write ideas you want to test onto the form
---------- Time's up... Ask the Reflection Questions
Get into START Position (timekeeper raise hand)
www.katatogrow.com
Reflection card and experiment template
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Activity or
experiment What happened ? What did we learn ?
Refl
ek
tera
oc
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oa
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a
Ge
no
mfö
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äs
ta e
xp
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EXPERIMENT-log
What do we
expect?
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Sell a lot pralines,
learn how to sell,
make contacts and
make an impression
to the jury
Sold some but not as
much as we hoped.
We were nervous and
didn’t have the
courage to step
forward.
Good feedback on our
exhibition stand.
Exhibition day 1
Exhibition day 2
Learnt how to talk
and handle different
type of people.
Learnt how use credit
card machine.
Learnt how to receive
critical feedback and
answer difficult
questions.
Sell more than day 1.
More relaxed and step
forward more.
Lots of samples.
Sold much more than
day 2, especially the
last hours.
Met several jury
groups and won two
prizes (stand and
craftsmanship)
Card machine
broken?
Be more relaxed and
“fun” .. Humor sells.
We had a lot of fun
the last couple of
hours and then we
sold the most.
Hard work gives
results both stand and
craftsmanship.
Had to call card
machine company and
solve problem.
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http://youtube.com/watchlean
http://www.katatogrow.com/
http://www-personal.umich.edu/~mrother/Homepage.html
https://www.youtube.com/734mike
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How we use the puzzle exercise
Example
Training teachers for training students
2 days training
Seminar e.g. Liker
Implementation where client runs it
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Test ideas
Test and rethink ideas
->show that the ideas lead forward
Test systematically
Grade A – highest grade
Grade C
Grade E –
Lowest grade to pass
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Agenda 2 day first Kata training
See youtube film
Day 1
What is Kata
Puzzle Exercise
Start work with challenges – Understand challenge
– Current condition
Day 2
Continue with improvement kata
Run experiments and train coaching kata
Next step
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Leading through PDCA:
Self Development and Developing Others through the Practice of daily improvement
Jeffrey K. Liker Professor, Industrial and Operations Engineering
The University of Michigan
Aalto University Executive Education
Developing Lean Leaders –seminar
February 9th, 2015
Agenda
Morning (9:10 to 12:00)
• Leadership Development Model
• Self Development (demonstrate w/ puzzle exercise)
• Developing Others (demonstrate w/ puzzle exercise)
Afternoon: (13:00 to 16:00)
• Supporting Improvement in Work Groups
• Aligning Goals and Improvement Processes (Hoshin Kanri)
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• Basic Kata Knowledge through video
and puzzle training
• Set challenges by RM/Director
• Individual coaching/follow-up
• Min 3 coaching cycles/experiments
• Min 3 coaching cycles/experiments
• Reached one target condition
• Setting new target condition
Training sessions Implementation and
pull-based coaching
• Recap workshop of Kata (why and what)
• Understanding challenge
• Training and setting actual Current Condition,
Target condition and planning first experiment
• Coaching Kata
• Shared learning
• Deep dive into Kata approach: detailed agenda
defined based on implementation
• Shared learning
• Case study and shared learning with two other
companies working with Kata in region
• Deep dive into Kata approach: detailed agenda
defined based on implementation
• How to spread
• 2:nd coach training
• Min 3 coaching cycles/experiments
• Identify 2nd coach
• 2nd coach spread
PATOS
1 d
ay
½ d
ay
1 d
ay
½ day
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Summary
Learnings from today
What uses do you see
Any last questions
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Thank You
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