Challenge driven improvements

Kata at Tetra Pak

JI/2016-05-09

Internal

Agenda

► Kata intro

► Tetra Pak case

JI/2016-05-09

Internal

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Challenge Driven Improvements

-through Toyota Kata

Jonas Ingby, Tetra Pak Pia Anhede, Revere AB

Current Condition

Target Condition

Test!

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The Improvement Kata

The research behind

Challenge driven improvements

17-Oct-16

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The research by Mike Rother that led to the book Toyota Kata ran from 2004-2009.

The research was guided by these two questions:

1. What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and agility?

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

Vision

Next Target

Condition

Current Condition Obstacles Challenge

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Research and understanding about lean

17-Oct-16

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Gen 1 Methods and tools Value stream mapping, 5S,

kanban, …

Gen 2 Leadership and principles Likers 14 management principles

Spear Decoding the DNA of Toyota…

Gen 3 Behaviours and routines Improvement kata

Gen 4 ??

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Focus with kata

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Visible

Less Visible

Tools and techniques to improve quality, cost and delivery

• A systematic, scientific way of thinking and acting

• Managers as trainers

What changes an organization’s behaviour to continuous improvement towards the strategic challenges!

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Kata – a pattern of scientific thinking and

systematic improvements beyond what we

can, do and know today.

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Ca y u rea t is?

READ WHAT YOU SEE

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Can you read this?

Our amazing brain filled in the blanks!

READ WHAT YOU SEE

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IUMRING TQ GQNGIUSIQNS

Read what you see

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IUMRING TQ GQNGIUSIQNS

But our brain automatically filled in the blanks here too, instead of saying “Sorry, I don’t know yet”

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It can be wrong

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Current knowledge threshold

Our brain automatically fills in the blanks

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This cognitive mechanism helps us get through the day

But it also causes problems We often don't notice our Knowledge Thresholds.

We feel quite sure and make faulty decisions.

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Born?

Scientific Thinking

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

Learn through training

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Improvement kata & Coaching kata

JI/2016-05-09

Internal

Brand Management/2016-04-14

We specialise in providing customers with complete solutions

for the processing, packaging and distribution of food products

Focused on our customers

Brand Management/2016-04-14

Present in more than 170 countries and operations in all continents

Brand Management/2016-04-14

80 sales offices

32 market companies

6 R&D units

11 Technical Training Centres

48 manufacturing sites

Total world deliveries 2015

Brand Management/2016-04-14

Carton packaging material, billions of packs

184 Distribution machines

1,047

Packaging machines

411

Processing units

2,118

Intro to the Tetra Pak case

► Spread continuous improvements to the full company

− Well-established in our supply chain

− Improve through eradication of losses

► What trigger and motivate the continuous improvements in

our part of the company?

− Packaging Material development, about 200 employees

− Long cyclic & none repetitive work, e.g. five-year technology

development projects

JI/2016-05-09

Internal

Agree the challenge

► Management ownership

− Set by management

− Clear direction & scope (focus areas)

► Communicated

− All mangers involved in setting it

− Communicated to all

► Not focusing on losses & defects

JI/2016-05-09

Internal

Do it different (improvement kata)

► Losses vs challenge

− Organizational capability

− Key for our technology

leadership & part of our balance scorecard

► Concrete & time set

− Bi-monthly target conditions

− Action list vs experiment log

► Experiments & creativity

JI/2016-05-09

Internal

How we measure & govern the progress

JI/2016-05-09

Internal

Leading change by target conditions

KPI on the Improvement

progress & results

2016 Jan Feb Mar Apr May Jun ….. ….Oct Nov Dec 2017

2. Identify & understand results from previous & initial activities

Share & learn from initial improvements, set an improved 2nd target condition (Apr)

3. Continuously identify & drive improvement activities towards the challenge/ next target

condition

Several achievements in progress map & the 2nd target condition fulfilled, next set (June)

4. Results & progress clear

Follow-up of progress maps & results, several target conditions fulfilled (end Oct)

5. Involvement increased and measurable targets for the future set Communication of achievements/benefits, updated progress map,

measurable targets for next year (end Nov)

1. Engage people & understand what we need to improve from ad hoc improvements to challenge driven (end Feb),

Challenge, As-Is & 1st target condition set

Find next organizational

capability gaps for 2017

Be the difference (coaching kata)

► It’s all about the daily behaviors

− 25% direct involvement

− Change in the managers role

► Coaching principles for management

− The coach owns the result and the challenge

− Coach do not gives solutions, focus on the

improvement capability

− Support frequent experiments and learning from them

► 2nd coach

− To make it stick these principles needs to be

applied daily by management

− Agile approach

JI/2016-05-09

Internal

Our status

► Clear challenge & consistent scope

− Keep our focus

− Sharpen the scope even further next year & quantify the

challenge

► Measureable results

− Bi-monthly target conditions

− Visualizing & quantifying the improvement results

► Strong improvement culture

− Persistent leadership, apply the coaching principles frequently

− Support to the improvement and coaching capability through agile

JI/2016-05-09

Internal

Challenge driven improvements (Kata)

Co

ncre

ten

ess &

fre

qu

en

cy

Challenge

Experiments

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Target

Condition

Current

Condition Co

ach

kort

Iterate Toward the Target Condition

Daily coaching

CC

TC

Reflect on the Last Step

Because you donʼt actually know

what the result of a step will be!

1) What was your Last Step?

2) What did you Expect?

3) What Actually Happened?

4) What did you Learn?

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There are always a knowledge threshold

If we just ignore the knowledge threshold, make an activity list and start to execute, instead of experiment and learn, the problems

arise!

Action plan

False security

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The three core roles for daily

practicing

Improvement kata

Process and team

Story-board

Focus here is developing coaching ability

Focus here is developing improvement kata routine

Coaching kata

Learner (team leader)

2nd Coach

Participates periodically

Pays particular attention to the Coach (coaches the Coach)

Coach (Manager)

The Coach is responsible for teaching the Improvement

Kata pattern, and for the results

The Coach uses the Coaching Kata, asking the 5 CK questions

The team owns the target condition

and works to achieve it

The Learner & team apply the Improvement Kata

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How do we focus behaviours and not

implement kata as a new tool or

method?

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2016-10-17

Titel

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