Improvement Kata Workshop

1Marek.Piatkowski@Rogers.com
Improvement Kata
Workshop
Introduction
Thinkingwin, Win, WIN
Improvement Kata Workshop
Quality Test Lab Simulation
Marek Piatkowski – January 2017

Improvement Kata
Workshop
Introduction
Introduction - Marek Piatkowski
 Professional Background
 Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from
1987-1994
 TPS/Lean Transformation Consulting - since 1994
 Professional Affiliations
 TWI Network – John Shook, Founder
 Lean Enterprise Institute (LEI) – Jim Womack
 Lean Enterprise Academy (LEA) – Daniel Jones
 CCM/CAINTRA – Monterrey, Mexico
 SME, AME, ASQ, CME
 Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com

Improvement Kata
Workshop
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Improvement Kata
Workshop
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Toyota KATA
Managing People for Improvement, Adaptiveness
and Superior Results
2009

Published - June 1, 1999 Published – December, 2001

Improvement Kata
Workshop
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The Toyota Kata Research
 The research that led to the book Toyota Kata ran from 2004-2009
 The objective was to gain a deeper understanding of how Toyota manages to
achieve continuous improvement, and what it will take to develop that in non-
Toyota organizations.
 The research was driven by two questions:
 What are the unseen managerial routines and thinking that lie behind Toyota's success
with continuous improvement and adaptation?
 How can other companies develop similar routines and thinking in their organizations?
 I began by interviewing Toyota people, but it quickly became apparent that they
have difficulty articulating and explaining the patterns of their thinking and
routines
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Connecting Kata to Lean Culture
 We have been trying to add Toyota Production System practices and principles on
top of our existing management thinking and practices without adjusting that
approach
 Toyota’s techniques will not work properly, will not generate continuous
improvement and adaptation, without Toyota’s logic, which lies beyond our view
 Hoping to create a different behaviour in the organization by explaining or trying to
convince people does not work.
 We do not behave a certain way because we lack information. We behave one
way or another because it is a habit.
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The Most Studied Company in the World

John Shook
19971994
Jeff Liker Mike Rother
Jim Womack Dan JonesEducators/Practitioners
Art SmalleyJeff Smith David VerbleChuck Ward Rick Harris Marek PiatkowskiErik Hager

Improvement Kata
Workshop
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Toyota Production System (TPS)
We never asked Toyota how did they build their
house of TPS.

Improvement Kata
Workshop
Introduction
What is Lean Transformation?
Lean Transformation
of
Tools and Methodologies
Lean Transformation
of how we
Think and Manage
Lean does not work for us

Improvement Kata
Workshop
Introduction
What is Kata?
 Kata (型 or 形, literally: "form”) is a Japanese word describing detailed
choreographed patterns of movements practised solo or in pairs
 Kata originally were teaching and training methods by which successful self-
defence techniques were preserved and passed on
 Kata is a routine that is practiced deliberately in effort to make its pattern a habit,
so it becomes second nature
 Kata describes a methodology of repetitive patters for teaching or doing something
 KATA is a training routine for making a desired behaviour a habit
 By practicing in a repetitive manner the learner develops the ability to execute
those techniques and movements in a natural, reflex-like manner
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Improvement Kata
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Kata is a routine you practice so it becomes a habit
 Through practicing, the pattern of a Kata becomes second nature – done with little
conscious attention – and readily available
 An example is practicing to learn to drive a car. Once you know how to drive, you
do not think much anymore about how to use the car's controls and instead you
focus your attention on the situational aspects of navigating the road

Improvement Kata
Workshop
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Practicing Routines

Improvement Kata
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Improvement Kata
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What is Toyota Kata?
 Toyota Kata is a management system that unlike other approaches does not focus
on implementing Lean solutions, tools and methodologies.
 Toyota Kata focuses on increasing problem solving and continuous improvement
abilities of your organization by:
 developing and changing behaviours
 making people feel comfortable with change and striving for challenges
 making Continuous Improvement an everyday habit
 Improvement Kata is based on four operating principles:
 always strive for a challenge
 go and see – get the facts
 understand Root Cause
 validate quickly by experiment

Improvement Kata
Workshop
Introduction
Toyota Improvement Kata Routines
 The Improvement Kata is a step-by-step approach towards solving problems and
identifying opportunities for continuous improvement
 Toyota Kata eliminates random hunting for solutions or disconnected reaction to
problems.
 Practicing Kata routines allowed an organization to engage in a structure problem
solving process by using a systematic team approach
 In this management approach a primary job of Leaders (Learner) and Managers
(Coach) is to develop people so that desired results can be achieved
 In the lean environment, the Improvement Kata pattern is reinforced in daily
management, daily problem solving, quality circles, improvement events & A3s.
 The overall goal, as with any Kata, is to make the pattern and mindset of the
improvement kata an autonomic habit. This happens through deliberate, coached
practice in daily work.
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Improvement Kata - Continuous Improvement
 To help you engage your employees in a process of Continuous Improvement
activities by using an Improvement KATA process
 To transfer your workplace culture to achieve extraordinary results through high
levels of engagement and participation
 To empower your employees to develop problems solving skills
 To teach them a systematic, scientific way of developing their own solutions, based
on an Improvement KATA process

Improvement Kata
Workshop
Introduction
Teamwork - Definition of a Team
 Work Team – a group of people working together towards common goals and
objectives
 Workgroup - a collection of people (employees) in need of a pay check brought
together to make products, provide service and to achieve company objectives
 We hope that they will be loyal to the company, hard-working, dedicated, self-
motivated, highly-skilled, cooperative, flexible, interested in improving things for
the company, engaged in solving problems, generating ideas and eager to
cheerfully follow the direction of their appointed leaders.
 Does this happen in your workplace?
 You need to teach your employees a standardized and a well defined problems
solving and continuous improvement process – this is what Improvement Kata and
Coaching Kata is all about

Improvement Kata
Workshop
Introduction
Problems with Continuous Improvement Activities
 A common problem with Continuous Improvement is that we look at this as:
 An extra activity - something to do on top of my “Daily Work”
 Middle management says – this is nice, but I have no time for this, I need to run my
operation, I have targets to meet
 Operation people say – Continuous Improvement is OK, but we have no input how
things are improved her, all these Experts are telling us what to do
 Our biggest mistake is that we separate Daily Work from Continuous Improvement
 We look at these two activities as something completely different – they
continuously clash with each other. We look at Continuous Improvement as
something that stops me from doing my daily work. And that is wrong.
 A key to our success is to make Continuous Improvement as a part of our Daily
Business – and this is what Toyota Kata will do for you.

Improvement Kata
Workshop
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Managing Problems
 We manage by standards. We wait for the process to fall behind, we bring it back
to “normal” – we bring it back to defined standard. This is not improvement.
 This is a common problem in Shop Floor management – we jump from one
problem to the other, we fix it and than we find another one to work on
Sub-standard performance,
abnormal situation
New Standard
New Challenge

Improvement Kata
Workshop
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Managing Improvement
1. React to abnormal situation (deviation)
2. Solve problems based on assumptions
and experience – I know how to fix this
3. Focus on solutions only – results
4. Plan and control implementation
1. Strive for Challenge
2. Get the facts – go and see, what is the
actual situation? Current condition
3. Understand the Root Cause
4. Conduct small experiments – validate
quickly
Which patterns exist today and which must we develop?

Improvement Kata
Workshop
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Management and Continuous Improvement
Improvement
Kata
Coaching
Kata
Development of leadership and continuous improvement skills
through daily practices of PDCA cycles, coaching
and On-the-Job Training (OJT).

Improvement Kata
Workshop
Introduction
Objectives of Toyota Kata Workshop - Kata Routines
1. Improvement Kata:
 How can we make improvements, problem solving and adaptation part of
everyday work throughout the organization?
 How can we develop and utilize the capability of everyone in the organization
to repeatedly work toward and achieve new levels of performance?
 How can we give an organization the power to handle dynamic, unpredictable
situations and keep satisfying customers?
2. Coaching Kata:
 How can we change our management style from “telling people what to do” to
coaching them, encouraging them, advising the and mentoring them.
 How can we teaching the improvement kata methodology to employees at
every level to ensure it motivates their ways of thinking and acting.
 How can we improve our prevailing management approach to ensure that we
know how to support and motivate our employees through their ways of
thinking, acting and solving problems.

Improvement Kata
Workshop
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Core of Toyota Kata = Routines
 Well defined
 Simple
 to learn
 to teach
 Consistent
 Easy
 to understand
 to practice
 Time Efficient
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Improvement Kata
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Improvement Kata
Workshop
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Team Exercise

Improvement Kata
Workshop
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Team Activity
Quality Test Lab Simulation - Routines

Improvement Kata
Workshop
Introduction
Changing the World. One Transformation at a time
This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com

Improvement Kata
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Introduction
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