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Introduction to Kata

Introduction to Kata

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Introduction to Kata

  1. 1. © Mike Rother / Improvement Kata Handbook TOYOTA KATA Lecture 1a: What is Kata? C. Brandon Brown, P.E. Rev. 1.0 04/14/2016
  2. 2. Acknowledgements 2 http://www-personal.umich.edu/~mrother/Homepage.html
  3. 3. Kata are structured routines that you practice deliberately, especially at the beginning, so their pattern becomes a habit and leaves you with new abilities. Kata are a way of learning fundamental skills that you can build on. The word comes from the martial arts, where Kata are used to train combatants in fundamental moves. But the idea of a Kata can be applied in a much broader sense. The Improvement Kata and Coaching Kata are for training managers and leaders in a new way of doing their jobs. At first you should try to practice each Kata exactly as described, until its pattern becomes somewhat automatic and habitual for you. That can take several months of practice. When you reach that point and have learned through practice to understand the "why" behind that Kata's routine, then you can start to deviate from it by evolving your own version or style of the pattern... as long as its core principles remain intact. Practice Kata to Find Your Way. My goal with this Handbook is not to show you precisely how your management system should look and function. That would be impossible since each organization has unique characteristics and exists in unique conditions. Developing an organization's managerial system is not about copying the tools and techniques that another organization has come up with, which would be jumping to solutions. You can and should start with some already-existing basics, like in sports and music, but then it's an unavoidable iterative process of trial and adjustment. The goal of this Handbook is to show you how to start developing and building your own 21st Century management approach by practicing a set of fundamental Kata. This Handbook utilizes a well-proven set of basic Kata to practice every day. You could call them ”Starter Kata.“ They come from the Toyota Kata research and have been used for practice at thousands of organizations around the world. Begin with the starter Kata and then, as you gain skill and understanding, add to or adjust them to fit your situation as needed. Then you’ll be developing your own way. Best wishes for your practicing! Mike Rother © Mike Rother / Improvement Kata Handbook Preface From Mike Rother’s online Handbook
  4. 4. WHAT IS A KATA? A kata is a pattern you practice to learn a skill The research that led to the book Toyota Kata looked into Toyota's management methods. The word 'kata' perfectly describes the routines we found being practiced there: the Improvement Kata and the Coaching Kata. The suffix kata means a structured routine or way of doing. It refers to a form or pattern that can be practiced to develop particular skills and mindset. © Mike Rother / Improvement Kata Handbook 4 カタ
  5. 5. 4 A Lean Conclusion If we only periodically conduct training events or only episodically work on improvement – and the rest of the time it’s business as usual – then according to neuroscience what we’re actually practicing is business as usual If we want a Lean revolution, then we need to shift emphasis from CI staff-led, episodic improvement efforts, to daily efforts led by middle managers. To make this shift, we must take a slice of each day and focus on practicing coached, improvement routines
  6. 6. PDCACycles Toward a Target Condition Going after problems / wastes / opportunities at Gemba TROUBLESHOOTING INDUSTRIAL WHACK-A-MOLE STRIVING WITH PURPOSE DRIVEN ACTIVITY NOTICE THE DIFFERENCE © Mike Rother / Improvement Kata Handbook 6 What can we improve? What should we improve?
  7. 7. WHAT ARE KATA? They're practice routines. Kata are structured routines to practice deliberately, especially at the beginning, so their pattern becomes a Meta-habit and leaves you with new abilities KATA: • Are for learning fundamentals to build on. • Are a way of transferring skills and developing shared abilities and mindset in a team or organization. By Mike Rother 7
  8. 8. 8 Ca y u rea t is? WE NEED THIS META-COGNITIVE MECHANISM TO GET THROUGH THE DAY But it also causes some problems
  9. 9. 9 IUMRING TQ GQNGIUSIQNS READ WHAT YOU SEE
  10. 10. 10 IUMRING TQ GQNGIUSIQNS We don't notice the Knowledge Threshold because our brain automatically fills in the blanks
  11. 11. METACOGNITION How are your skills? 11 1000 40 1000 30 1000 20 1000 + 10 4100
  12. 12. 12 Current Knowledge Threshold OUR BRAIN FILLS IN THE BLANKS (automatically) WHY WE GO THROUGH KNOWLEDGE THRESHOLDS?
  13. 13. VIDEO What We Know About How People Learn (2 minutes) https://www.youtube.com/watch?v=ELpfYCZa87g Also available on the IK/CK YouTube Channel 13
  14. 14. DEVELOPING A META HABIT * THROUGH SPACED PRACTICE The pattern of the improvement kata is what you're teaching . . . . . . . . . . . . .Current Condition Target Condition Unclear Territory Obstacles Coaching cycles with the 5 questions 5Q 5Q 5Q 5Q 5Q 5Q 5Q 5Q 5Q 5Q 5Q 5Q 5Q The content and obstacles that the learner works on are situational and will vary. The pattern of thinking and acting (the kata) stays the same and repeats. * (A way of thinking) The Improvement Kata provides the form, the gemba provides the content Coaching Kata 14

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