Jagged line showing my learning with 2 “majors”, Allan and FAST.

Note, not a smooth flowing line … sudden learnings.

2 stories, one I will tell and the other Fast (Bill) will tell some of.

BUT, we have a problem … (Run “models” video clip.)

2

Top one = result AFTER the event, where the arrow hit.

Bottom one = what is happening DURING the event that will make the arrow hit the intended target?

(Click)

Bottom one = if we focus only on the result, it will be too late? Lag and lead?

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Ask the audience, “why have a TC, what is its’ role?” (1 minute).

Answers in big marker on flipchart.

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(2 clicks then …)

The Coaching Kata might provide momentum to start with, maybe.

Remember the coaching is really just a summary of what has happened (when you the coach was not there), what has been

learned, then what will happen next.

If positive things (real experiments) are to happen when you are NOT THERE, motivation will be a key factor.

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First of my two learning points.

Allan, not always smiling like this!

The process runs like this … (Click to start video.)

Challenge and Current Condition …

First lot of experiments was focussed on reducing Filler cycle times … What was Allan thinking?

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New CC was …

Constraint now bag sealing, currently cycle time (operator dependent) 36-40 seconds.

What did we do? We had a CC, what is the next step of IK?

What was the nature of our TC?

How did Allan feel do you think, what was his reaction? (Click)

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“Let me tell you what happened when I asked 2 pretty simple questions.”

Allan turned to me from his black mat (Click) and said … “We wouldn’t need to worry about the time if I didn’t have to leave this

black mat and go and …”

I said … “So what would it be like if we aimed for you never to leave the black mat during a kettle?” 1 kettle = about 15 minutes

running.

What do you think Allan’s answer was, how do you think he felt?

There were no “numbers” in that Target Condition … It was a Target CONDITION.

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What do you think they were?

Point – (top one) OPINIONS … and (bottom one) FEELINGS.

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Kata TtT in October Sam Wagner (Director of Operations) was present. Lots of discussion about TC’s.

Asked Sam afterwards if he would be willing to experiment with a different way of setting a TC – born from a “lightbulb thought” I had while

swimming laps in about June 2017:

• Overlapping some JR principles with Kata principles.• They are after all both PEOPLE patterns - bound therefore to be overlaps.

18-19 Dec on site with the group of people shown – Site Leaders, Kata Coaches of varying experience.

Part of workshop was coming up with and practicing a pattern for setting a TC which ensured greater consideration of those directly involved and affected – use some TWI Job Relations principles.

(Click) Part of pattern shown here.

(Click) TWI JR principle.

(Click) Important point … LISTEN.

“A number of the FAST people you see are here today so rather than me tell you what happened it would better if they did themselves. Bill,can you please tell everyone here what has happened when you started to apply what we see on the screen”.

(Click) My second MAJOR learning point – thanks to all those in the picture.

(Bills reply)We learned that if you don’t talk with those directly involved, get their opinions and feelings as well as listen with intent to understand than

there is no way for you to really be clear on the current condition which in turn makes setting a target condition very difficult. After applying

the TWI job relations principles, we began understanding the current condition enough to move forward. We have also gotten more input and involvement from operators after applying job relations because operators finally feel like there voice has been heard which makes them feel

as if they are part of the team and not just an outsider looking in. Because the operators feel as if they are part of the team they are more

willing to help where they can and have a vested interest in seeing their ideas and experiments succeed. When you have operator input and a clear current condition setting a target condition becomes much easier. Operators now also know in advance about changes that will affect

them as before they did not always know this because a core group of people would conduct experiments that affect everyone but would not

get their opinions and feelings, we have seen more involvement and a change in attitudes for the better because of this. When you talk with individuals concerned and get opinions and feelings they no longer only know what is happening in their area but also understand why it’s

happening.

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Are people (the learners and those affected) opinions and feelings part of the Current Condition?

If we don’t understand those opinions and feelings, we haven’t understood the current condition well enough to set a Target

Condition that the Learner will STRIVE for?

…

If we agree with all of this, then we need to consider if we need to be careful with just numbers in our Target Conditions …

Research suggests people are not motivated by numbers alone.

-JFK said in 1961 “we will fly to the moon and back home safely by the end of the decade”.

Remember … (Click and read).

I have found that, at the factory floor level, motivation is higher when the focus on CONDITIONS and we make them the Target.

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