TOYOTA KATA Improvement Practice and Lean Experimentation
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This is a workshop to introduce the TOYOTA KATA practice and get some hands-on experience how to apply it in your own team for both professional and personal context. The material is based on Mike Rother's TOYOTA KATA book and extensive research on change management, improvement and handling complexity in today's organisations. We have used TOYOTA KATA for creating continuous improvement habits in customer support, sales, executive and agile development teams as well as preparing for our next team marathon. Enjoy!
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TOYOTA KATA Improvement Practice and Lean Experimentation
- 1. London Management 3.0 Meetup Creating better management Co-hosted tonight by Agile in Covent Garden Andrea Darabos Lean Agile Coach, Trainer LEAN ADVANTAGE Ltd. Andrea@leanadvantage.co.uk Ryan Behrman Agile Coach EPAM Systems Ryan_Behrman@epam.com
- 2. Start the New Year with TOYOTA KATA Andrea@leanadvantage.co.uk
- 5. Why Do Most New Year Resolutions Fail? • They are not specific • They are unrealistic • They are based on willpower, not on a process
- 6. Same is True For Improvement Efforts Hmm… How can we make improvement a habit?
- 7. Kata is a routine or repeating pattern for doing something What is a KATA? Image source: Teemu Toivonen
- 8. Image: lean.org Method by Mike Rother, author of TOYOTA KATA
- 9. THE IMPROVEMENT KATA PATTERN 9 Now Next Target Experiments Diagram by Tobias Leonhardt
- 10. THE IMPROVEMENT KATA PATTERN Current Condition Target Condition Experiments Diagram by Tobias Leonhardt 1 2 34
- 12. Direction/Challenge: Enough daily exercise to stay fit and happy Eat healthy food Get enough rest and switch – off time
- 13. Understand the Current Condition: Kept an exercise diary: Weekly 2x exercise Not enough strength training Little, scattered down time Traveller’s snacks
- 14. Set the Target Condition: Getting Fit Daily 30 mins exercise Twice per week strength training Plan down time for a week ahead Every day pack healthy snacks
- 15. Obstacles: Getting Fit Too tired and hungry at end of the day to exercise Hard to keep up motivation for training …
- 16. Learner’s A3 Storyboard Slide credit: Mike Rother
- 17. 4. PDCA experiments What is your hypothesis? Design a quick experiment What is the expected outcome? Run the experiment “quick and light” What was the actual outcome? Was it what you expected? What did you learn? Time for a new plan! or How do I sustain the results? Points of emphasis Short iteration cycles Go and see Focus on learning
- 18. Experiments: Getting Fit Obstacle: Too tired and hungry at the end of the day to exercise Ex1: walk to work in the morning Ex2: pack a healthy snack and eat at 5pm before gym …
- 19. Coaching KATA to Support Learner Slide credit: Mike Rother
- 20. 20 LEARNER COACH Five Coaching Kata Questions Slide credit: Mike Rother
- 21. 21 MANAGER LEARNER THAT TRADITIONAL TOYOTA ILLUSTRATION Slide credit: Mike Rother
- 22. 22 The LEARNER is here Coach (Manager ) The Coach (Manager) is dependent on the Learners, who are close to the action. The only thing the Coach can do is set Challenges and give procedural guidance. HERE'S WHAT REALLY HAPPENS It's the reverse of the Toyota illustration! By Gerd Aulinger Slide credit: Mike Rother
- 23. Learner’s Experiments Slide credit: Mike Rother
- 24. Five Coaching Kata Questions Run Charts Learner's Storyboard Obstacles Parking Lot PDCA Cycles Record Coaching Cycle 24 Challenge Current Condition Analysis Target Condition Definition Block Diagram COACH LEARNER Slide credit: Mike Rother
- 25. Image and great blog on TOYOTA KATA by Hakan Forss http://bit.ly/1vlgdTk
- 26. (1) FOLLOW: Start by repeating each practice routine without modification, so you can absorb its fundamental pattern. (2) DETACH: Once the basic patterns get habitual and you understand the 'why' behind them, you'll start to adapt them. HOW LONG DO YOU PRACTICE STARTER KATA RELIGIOUSLY? 26 (3) FLUENCY: At this stage your actions become natural. You can create your own approaches to fit different circumstances, while sticking to basic underlying 'why' principles. Practice doesn't have such discrete stages, but it helps depict your progression Slide credit: Mike Rother
- 27. Why is KATA a Management 3.0 Practice? TOYOTA KATA practice helps create employee ownership for improvement The KATA drives experimentation and learning which is key to managing in complexity