Lean conference 2014 bill costantino - kata connection

© 2014 W3 Group
Kata Connection
Routines that develop people to deliver results.
™
™

© 2014 W3 Group
Objectives – 90 minute workshop
2
Pattern of the Improvement Kata
Shift / expand your
perspective about
Kata – Routines
Challenge you to
experiment - develop
a new Kata

© 2014 W3 Group 3
Kata Connection
2 Ideas to Share in less than 5 min
3 Critical Elements for Success
◦ Every company does these to some degree
◦ Often in silos
◦ Many use as a bundle of Tools
◦ Most are focused primarily on Outcomes
◦ Most interactions are transactional – Git ‘er done!
There’s a more powerful way – Kata Connection
◦ Routines needed for each Element
◦ Practiced frequently
◦ Coached feedback for each routine
◦ The 3 Elements - aligned and inter-connected
◦ Leadership behaviors, Kata, are the key

© 2014 W3 Group 4
Kata Connection
Policy
Deployment
Hoshin Kanri
Management
by Planning
Annual Goals
& Objectives
Organizational
engagement &
alignment

© 2014 W3 Group 5
Kata Connection
Daily
Management
Mini-
companies
Glass walls
Ownership at
the process
Lean Tools
Standard work
Daily Huddles
Policy
Deployment

© 2014 W3 Group 6
Kata Connection
Daily
Management
Policy
Deployment
Continuous
Improvement
A3 Problem
Solving
Six Sigma
Value Stream
Maps
8D
Kepner-
Tragoe

© 2014 W3 Group
A strong, well
supported
organization
needs
All 3 Elements
in
Dynamic
Connection
Kata Connection

© 2014 W3 Group 8
Kata Connection
Daily
Management
Policy
Deployment
Continuous
Improvement
Org.
Deploy
Aware
Go Do
It
Learning
Roadmap

© 2014 W3 Group 9
Kata Connection
Daily
Management
Policy
Deployment
Continuous
Improvement
Org.
Deploy
Aware
Go Do
It
Common
Practice
Learning
Roadmap

© 2014 W3 Group 10
Kata Connection
Daily
Management
Policy
Deployment
Continuous
Improvement
Org.
Deploy
Aware
Go Do
It
Further
Integrated
Common
Practice

© 2014 W3 Group 11
Kata Connection
Daily
Management
Policy
Deployment
Continuous
Improvement
Further
Integrated
™

© 2014 W3 Group
What’s Unique – Kata Connection
Each Element needs ROUTINES
Routines are PRACTICED regularly
Each Element needs to be COACHED
frequently
People development is first priority –
developing people’s skills to solve their own
problems, adapt, and innovate to achieve
challenges.
Must know how to do it yourself before
you can coach others.
Need to understand how these
Elements are inter-connected
™

© 2014 W3 Group 13
© Mike
Rother

© 2014 W3 Group 14
Strategic
View
Tactical
View
IK / CK Methodology
© Mike Rother

© 2014 W3 Group
When it comes to executing, It’s all about…
15
Practicing Routines with a Coach!

© 2014 W3 Group
1. Understand Direction
16© Mike Rother
1

© 2014 W3 Group 17
CHALLENGE
By Dec 21, have a level
schedule and pull system
on Press #4.
By Q1, 2015 reduce our
aging AR for field service
from 178 day average to
90 days or less.
By Feb 15, reduce waiting
room time from an avg of
36 min to 15 min or less.
What’s our Direction?
1

© 2014 W3 Group 18© Mike Rother
1

2. Grasp the Current Condition
2

3. Establish Next Target Condition
3
4 Categories
of Information
Often, these are
decided from the
“Bottom Up” First
Next
Next
Next

3. Example CC/TC here…
3

© 2014 W3 Group
4. Iterate toward Target Condition
4

© 2014 W3 Group
Examples – PDCA Cycle Records
26
4

© 2014 W3 Group
5. Coaching Cycles
27
5

© 2014 W3 Group
Exercise: 30 Day Kata Challenge
Pick an area of your business where you are willing
to experiment with a new style of managing.
Objectives for the experiment:
• To practice a new style of managing
• Develop / enhance a new / existing routine, or kata
• Develop your people’s capability to
• Generate their own creative results
30

© 2014 W3 Group 31
Some options
Apply IK / CK as
described to an
existing process
Adapt some
part of the IK/CK
methodology to a
new or existing
routine.

© 2014 W3 Group
Kata
Challenge
Worksheet
33
Area of Focus / Practice:
Specific process or activity:
Frequency that this occurs:
Objective - What are we striving to achieve:
Learner: Coach: 2nd Coach:
Describe Current Routine, documentation / metrics:
Describe New / Revised Routine, documentation / metrics:
Communication Plan / Who needs to know:
Start Date / End Date / Reflection:
30 Day Kata Challenge

© 2014 W3 Group 35
Plant 1 - Assembly Cell #1
Team Huddles
Daily, every morning before start of shift
Team ownership of performance and grass roots problem solving.
Nate, Team Leader Wade, Assembly Mgr Jeff Johnson, Plant Manager
Nate and his team. Wade, Assy Mgr. Jeff, Plant Mgr. Dave Hazelton, Ops Mgr. Dave P, Inspection TL.
Start - March 1 End - March 31 Reflection - April 5
30 Day Kata Challenge - US MARINE EXAMPLE
Currently, there is no process for daily team huddles. Sam, as team leader, has three primary
functions:
1) backfill for any absenteeism of operators, 2) respond to any abnormalities or operator trouble
during the shift, 3) keep the area stocked with parts. A computer-generated report of monthly
performance is given to the team, but there is no structured engagement with management for what
to do with this.
We want Sam to start tracking a few key metrics for his team on a daily basis:
Quality - defects reported by final inspection for his team .
Cost - total overtime hours for his team, daily
Delivery - percentage of boats ready to move at designated cycle time.
These will be handwritten charts updated at the end of every shift by Sam. The first 5 min. of every
shift, Sam will review yesterday's performance with the team at their glass wall. He will ask the team
for any problems or abnormalities that might have contributed to poor performance, as well as their
ideas for how to improve. Sam will capture these ideas on the Kaizen Newspaper, and work with
management to evaluate, and implement when appropriate. Sam will then review with a team any
key information that will affect today's performance.
Plant 1 - Assembly Cell #1
Team Huddles
Daily, every morning before start of shift
Team ownership of performance and grass roots problem solving.
Nate, Team Leader Wade, Assembly Mgr Jeff Johnson, Plant Manager
30 Day Kata Challenge - US MARINE EXAMPLE
Currently, there is no process for daily team huddles. Sam, as team leader, has three primary
functions:
Nate and his team. Wade, Assy Mgr. Jeff, Plant Mgr. Dave Hazelton, Ops Mgr. Dave P, Inspection TL.
Start - March 1 End - March 31 Reflection - April 5
Currently, there is no process for daily team huddles. Nate, as team leader, has three primary
functions:
during the shift, 3) keep the area stocked with parts. A computer-generated report of monthly
performance is given to the team, but there is no structured engagement with management for what
to do with this.
We want Nate to start tracking a few key metrics for his team on a daily basis:
Quality - defects reported by final inspection for his team .
Cost - total overtime hours for his team, daily
Delivery - percentage of boats ready to move at designated cycle time.
These will be handwritten charts updated at the end of every shift by Nate. The first 5 min. of every
shift, Nate will review yesterday's performance with the team at their glass wall. He will ask the team
for any problems or abnormalities that might have contributed to poor performance, as well as their
ideas for how to improve. Nate will capture these ideas on the Kaizen Newspaper, and work with
management to evaluate, and implement when appropriate. Nate will then review with a team any
key information that will affect today's performance.

© 2014 W3 Group 38
Kaizen Newspaper (Workshop Action Items)
Priority # Plant
What
Action Steps
Who
Primary / Support
Expected
Benefit By When % Complete
Est.
Time Status
29 A-3
Plant #2
mid Cell
#1
Separate parts to match work
packages. If no shadow board-
How do you control parts.
Jon K,
Dave N,
Nate, Harold
6/30/2005 25%
Need to have shadow boards
Made.
Done
Plant #2
mid Cell
#1
Lock-up shadow boards Nate, Dave 5/20/2005 100% 5/16/2005 Done
Done
Plant #2
mid Cell
#1
Motor room tool swing arm
Wheels
Dave P,
Don M
4/22/2005 100% 4/22/2005 Done
Plant #2
mid Cell
#1
Hydraulic lift for swim platform
mounting. Check bone yard.
Dave
Hazelton
6/15/2005 25%
Done
Plant #2
mid Cell
#1
Motor room shadow board
Deeper
Nate, Dave P 5/20/2005 100% 5/16/2005 Done
Done
Plant #2
mid Cell
#1
System / training for new bolt
dispenser Who fills and when
Nate, Jon K 4/22/2005 100% 4/22/2005 Done
Done
Plant #2
mid Cell
#1
Tools for all, Make a list and
give it to Dave Hazelton
Nate 4/26/2005 100% 4/26/2005 Done
Done
Plant #2
mid Cell
#1
Power recharge battery box
needs Power outlet
Nate, Marlyn 5/6/2005 100% 5/6/2005 Done
Plant #2
mid Cell
#1
Fix carts to prevent lifting hull
w/ floor jack, Gather
information
Dave
Hazelton
6/30/2005 25% 10 Carts to modify
Done
Plant #2
mid Cell
#1
Cleaning supplies for area Nate 4/22/2005 100% 4/22/2005 Done

© 2014 W3 Group
15 minutes working time
40
Pick an area of your business where you are willing
to experiment with a new style of managing.
Objectives for the experiment:
• To practice a new style of managing
• Develop / enhance a new / existing routine, or kata
• Develop your people’s capability to
• Generate their own creative results

Lean conference 2014 bill costantino - kata connection

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