© mike rother toyota kata creating lean managers by mike rother august 2014 this presentation was...

© Mike Rother Toyota Kata

CREATING LEAN MANAGERS

By Mike RotherAugust 2014This presentation was created with assistancefrom Joakim Hillberg and Pia Anhede

The Challenge of

© Mike Rother Toyota Kata 2

TO THE MLC MEMBERS

Thank you for the opportunity to share with you some things we’re learning, at the August 2014 Michigan Lean Consortium conference in Traverse City.

Please feel free to use any of the slides from this presentation, which are copyrighted under a Creative Commons Attribution license. The only requirement is to note the source on each slide you use, for instance by adding “By Mike Rother” somewhere on the slide.


Visible

LessVisible

Lean tools and techniques to improve quality, cost and delivery

• A systematic, scientific way of thinking and acting

• Managers as the teachers of that way

WHAT I’M FOCUSING ON TODAY

This less visible part is a contextfor making the Lean tools and practices work


THE TOYOTA KATA RESEARCH2004 - 2009

Guided by these two research questions:1. What are the unseen managerial routines and

thinking that lie behind Toyota’s success with continuous improvement and adaptation?

2. How can other companies develop similar routines and thinking in their organizations?

Question 1: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.

ToyotaKata

Website


THE IMPROVEMENT KATA MODEL

Understandthe Directionor Challenge

Grasp theCurrent

Condition

Establish theNext TargetCondition

CC

TC

1 2 3 4Iterate

Toward the Target Condition

Planning Executing

The pattern that came out of our investigations is similar to other models of the iterative, creative, scientific process.

Such as:Systems thinking, critical thinking, learning organization, design thinking, creative thinking, solution-focused practice, preferred futuring, skills of inquiry, evidence-based learning, etc.


THINKING AND WORKING SCIENTIFICALLY

Finding commonality between Toyota's management approach and models of human creative endeavor makes perfect sense.

What Toyota managers do in their daily work is teach a universal means of improving, adapting and innovating.

Toyota's management approach involves teaching people a scientific mindset that can be applied to an infinite number of objectives, creating a deliberate, shared way of working throughout the organization.


THE IK PATTERN IS USED AT ALL LEVELS

PLANNING EXECUTING

Understandthe

Direction(from level above)

Grasp theCurrent

Condition

Establish the Next Target Condition

Iterate Toward the

Target Condition

Value StreamLevel

Value StreamLoop Level

ProcessLevel

OrganizationLevel

The content of what is being worked on differs from area to areaand level to level, but the thinking pattern is the same


PART I* Scientific Thinking *


• In groups of 4• Watch the video of the assembly

process. Each person watch one of the 4 operators.

• Video will roll 5 minutes• Record: What would you improve?

LET’S LOOK ATA WORK PROCESS

This could be any work process


YOUR ASSIGNMENT

Record: What would you improve?

• Count off 1 to 4 at your table.• Watch the video of the assembly process.• Each person watch one of the 4 operators.• Video will roll ~4 minutes.


THE FAUCET ASSEMBLY PROCESS


ASK 5 PEOPLE WHAT TO IMPROVE,GET 6 DIFFERENT ANSWERS

= Observed Wastes, Problems, Opportunities

This seems important!This seems

interesting

There's always too much to do, and by

random choices we get nowhere

Illustration by Teemu Toivonen

We have limited time and resources for improvement!


IMPROVEMENT BASED ON“ELIMINATE WASTE” IS FLAWED

The elimination of waste is an outcomeof pursuing a particular goal


FIRST YOU NEED A TARGET CONDITION

Thingswe HAVE

to do

Things we

CAN do

What do you want to achieve?


THAT TAKES SOME ANALYSIS & PLANNING✓ ✓ ✓


Typical Action Plan

SO NOW WE CAN GET GOING, RIGHT?We know the overall direction or challenge,

where we are now and our next target condition...so it’s time to make an action plan!

Well, not quite...


• I’ll roll a die three (3) times and sum the numbers.• The sum will be a number between 3 and 18.

THE DICE EXPERIMENT

Before I roll, please write down:What will be the sum of the 3 rolls?


Those of you who wrote down the incorrect sum...

How do you feel?


Not so bad,it’s just chance


QUESTION #2

What will be the next number in this series?Please write down your answer

2, 4, 6, 8, 10, 12, ?


ANSWER

Those of you who wrote downthe incorrect sum...

How do you feel this time?

2, 4, 6, 8, 10, 12, 2


Hey!


What was differentabout these two scenarios?


DIFFERENCE BETWEEN THE SCENARIOSHow easy or hard it is to spot the current knowledge threshold

• In Round 1 with the dice, it was easy to see the we didn’t know what the outcome would be.• In Round 2 the knowledge threshold was more difficult to see. We thought we knew the answer, so we went over the threshold & answered.

What would be a good answer in both rounds? Why don’t we say that?

Yet in both rounds the knowledge threshold was the same: There were no facts beyond the initial setup.

Predictable Zone

CurrentKnowledgeThreshold

2, 4, 6, 8, 10, 12


THERE IS ALWAYS A KNOWLEDGE THRESHOLDIf we ignore it and set a course -- rather than testing andlearning our way forward -- that’s where trouble begins.

“It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so.”

Attributed to Mark Twain, Will Rodgers, Satchel Paige,Artemus Ward, Josh Billings & others

Action-Item ListsVoting on Options

Deciding in advance how we will get there Voting adds no facts or data


THE THRESHOLD OF KNOWLEDGEIS THE ‘LEARNING EDGE’

Key points at knowledge thresholds:1) You have to acknowledge it to see it.2) We see further by experimenting.3) We don’t know what the result of a step/experiment will

be.

It’s where your next experiment should take place

The path is unpredictable


IT’S THE SCIENTIFIC LEARNING CYCLE

This cycle gives you a practical way to reach a target condition, by providing a systematic way of working through the grey zone between here and there.

The scientific process of acquiring knowledge


SMALL, RAPID EXPERIMENTSADVANCE OUR KNOWLEDGE QUICKLY

NextTarget

Condition

(date)

Current Conditio

n

The Grey Zone


VIDEO - Working Iteratively(3 minutes)

https://www.youtube.com/watch?v=COKqiFaHm1sAlso available on the IK/CK YouTube Channel

https://www.youtube.com/watch?v=COKqiFaHm1s


But wait, there’s a problem…

GREAT, LET’S GO!

The Scientific IK Pattern......suits complex, dynamic conditions!...makes empowerment

possible!


PART IIDeliberate Practicefor *Developing*Scientific Thinking


LET’S LOOK AT THE SECONDTK RESEARCH QUESTION

Toyota Kata research questions:1. What are the unseen managerial routines and

thinking that lie behind Toyota’s success with continuous improvement and adaptation?

2. How can other companies develop similar routines and thinking in their organizations?


Learned?

Born?

ScientificThinking


Born?

ScientificThinking

We are notoriously bad at scientific thinking, due to natural, unconscious mental mechanisms

Learned?


IUMRING TQ

GQNGIUSIQNS

Read what you see


IUMRING TQ

GQNGIUSIQNS

Our brain automatically fills in blanks, instead of saying to us “Sorry, I don’t know yet”


SO WHAT WILL IT TAKEFOR CHANGE TO HAPPEN?

• Get a piece of paper and a pen• Start when I say “go”• Sign your name 5 times normally• When you are finished raise your hand


LET’S TRY JUSTA SMALL CHANGE

• Change hands, to non-dominant• Start when I say “go”• Sign your name 5 times again• Raise your hand when you are finished


HOW DID IT FEEL THE SECOND TIMECOMPARED TO THE FIRST?


WE HAVE A LEAN DILEMMA

• “Different”• “Difficult”• “Weird”• “Uncomfortable”

• Why? Because we have well-established neural pathways for signing with our dominant hand. It’s automatic, fast and comfortable.

• We default to already-established thought and behavior patterns because they conserve mental resources.

1. We want to change to working scientifically, according to something like the Improvement Kata pattern.

2. We naturally tend to stick with our current ways of doing things because they use existing neural circuits that require less energy.

-- however --

How did it feelthe second time?

Dilemma


INFORMATION ALONE IS NOT ENOUGHTO CHANGE BEHAVIOR AND THINKINGTheories, information and steps may all be correct, but just knowing them is not likely to change behavior.


It’s LearnedBornOK... HOW?

ScientificThinking


VIDEO - A Way the Brain Learns(2 minutes)

https://www.youtube.com/watch?v=ELpfYCZa87gAlso available on the IK/CK YouTube Channel

https://www.youtube.com/watch?v=ELpfYCZa87g


COACHINGCorrectivefeedback

PRACTICEDaily

MASTERYOvercoming

obstaclesKATA

Structured practiceroutines (beginner)

j

k l

m

4 INGREDIENTS FOR ACQUIRING NEW SKILLSBrain research is clear: To develop new habits you should practice new routines and experience a progressive sense of mastering them. The following ingredients help us rewire our brain to acquire new skills and mindset.

Let’s take a quick look at each ingredient


WHAT ARE KATA?Kata are structured routines you practice

deliberately, especially at the beginning, so their pattern becomes a habit and leaves you with new abilities

KATA:• Are typically for learning

fundamentals, to build on.• Are a way of transferring skills and

developing shared abilities and mindset in a team or organization.

“Let’s begin by practicing it this way for a while.”

1


1

They help you get started

KATA ARE LIKEROCKET ENGINES

Beginners should follow Kata exactly; not deviating from them so the Learner can internalize the patterns. But with increasing proficiency each Learner can start to (within limits) develop their own style.

Likewise, over time each organization can evolve the Kata it began with to better suit and mesh with its culture. The original Kata evolve into organization-specific practice routines.

KATA


THERE ARE PRACTICE ROUTINES FOREACH STEP OF THE IMPROVEMENT KATA

The scientific pattern of the Improvement Kata model is

universal

Structured practice routines

are a way to begin to

operationalize the IK pattern

See the online Improvement Kata Handbook*

* http://www-personal.umich.edu/~mrother/Materials_to_Download.html

47


DAILY PRACTICE

If we only periodically conduct training events or only episodically work on improvement -- and the rest of the

time itʼs business as usual -- then according to neuroscience what weʼre actually teaching is business as usual.

2


COACHINGCareful... Practice makes permanent

3

Left alone, a Learner may unknowingly practice existing habits. The Coach (manager) provides corrective inputs to ensure that the Learner practices the new routine the right way.

The manager focuses not on the content of what their people are working on, but on their pattern of thinking & acting as they strive for real goals.

The manager’s task is not to develop solutions, but to develop the abilities of their Learners.


THE COACHING KATA3

The Coaching Kata is a set of practice routines for managers to use in teaching the Improvement Kata pattern... through daily Coaching Cycles

ImprovementKata

CoachingKata

Learner

Coach(Manager)

Understand the

Direction

Grasp the Current

Condition

Establish the Next

Target Condition

IterateToward the

Target Condition

‘Executing’Coaching

Cycles‘Planning’ Coaching Cycles


MASTERY4

For new skills and mindset to be learned, the Learner should practice in the Learning Zone beyond their current capability and get a sense they are making progress.

This is a responsibility of the Coach.

The role of the Learner’s emotions

ApparentCertainty Learner’s current

threshold of knowledge & skill


VIDEO - A Coaching Cycle(5 minutes)

https://www.youtube.com/watch?v=ySdYX4cNPsQAlso available on the IK/CK YouTube Channel

https://www.youtube.com/watch?v=ySdYX4cNPsQ


PART IIIThe Challenge

of CreatingLean Managers

The goal of this presentation is to make us more aware of the task & challenge we face.

It’s not about scheduling Lean classes, going on benchmarking trips or anything like that.


A SHIFT TO “21ST CENTURY LEAN”


VicePresident

COACHto D

COACHto C

COACHto B

COACHto A

LEARNERto E

LEARNERto D

LEARNERto C

AB

CD

E

Value-StreamManager

DepartmentManager

ProcessSupervisor

ProcessOperator

LEARNERto B

MANAGERS ARE TEACHERS (by default)With their everyday words and actions, managers teach their people a mindset and approach, which has a significant effect on creating an organization’s capability and culture.

Teaching a way of thinking and acting– a deliberate culture – should getintegrated into the organization’snormal chain of management.

55


PLANNING EXECUTING

Understandthe


Grasp theCurrent

Condition


Iterate Toward the

Target Condition

Value StreamLevel


ProcessLevel

OrganizationLevel

HOW IT WORKS WHEN IT’S IN PLACE

56


PLANNING EXECUTING

Understandthe


Grasp theCurrent

Condition


Iterate Toward the

Target Condition

Current State Value Stream

Mapping

Future State Value Stream

Mapping

Value StreamLevel


ProcessLevel

OrganizationLevel

Coach/Learner

relationships

HOW IT WORKS WHEN IT’S IN PLACE

57

Longer-Cycle Experiments

Short-Cycle Experiments


BUT GETTING THERE IS THE CHALLENGE

Able to TEACH it

Able to DO it

AWARE of it

Here you understand the thinking behind the Kata and can teach others

Skill development begins hereLearning begins whenyou start applying the Improvement Kata yourself

Concepts alone generallydon’t change anything

Catch-22: Managers have to be Learners first

“Management”

58


THERE ISONE GOOD ANSWER


Understandthe Directionor Challenge

Grasp theCurrent

Condition

Establish theNext TargetCondition

CC

TC

1 2 3 4Iterate

Toward the Target Condition

APPLY THE IMPROVEMENT KATA!


Best wishes for your practice

ToyotaKata

Website

Join us at the Kata Summit in Miamion February 18-19, 2015

katasummit.com

© mike rother toyota kata creating lean managers by mike rother august 2014 this presentation was...

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