kata deployment developing lean management:...

8/26/2016

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Kata Deployment Developing Lean

Management: Case Studies

Beth Carrington

[email protected]

8/26/2016

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Kata Deployment

• Mike Rother’s Presentation

• The Challenge of Developing Lean

management

• 8 Years experience Master Coaching

organizations in Kata Deployment

• Specific examples from the field

21st Century Lean

© Mike Rother

8/26/2016

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Toyota Research Questions

© Mike Rother

Question 1 – This is what the Improvement Kata and Coaching Kata are about

© Mike Rother

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Improvement Kata

© Mike Rother

Changing Behavior Requires Practice

• Can not change behavior with explanation or convincing

• Knowledge does not equal understanding nor is knowledge alone gong to change behavior

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Build new Behavior as Automatic or Habitual

• To build automatic behavior or habit it requires practice

• Start with small routines, starter routines (kata) and build self efficacy

• Kata are basic routines practices to gain skill

Meta - Cognition

Let’s try it!

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4 Routines for Developing Skill

© Mike Rother

Coaching Kata

© Mike Rother

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C O

A C

H I N

G

K

A T

A

The Five Questions 1) What is the Target Condition?

2) What is the Actual Condition now?

----------------- Turn Card Over ------------------>

3) What Obstacles do you think are

preventing

you from reaching the target condition?

Which *ONE* are you addressing now?

4) What is your Next Step (next experiment)

What do you Expect?

5) How quickly can we go and see what we

Have Learned from taking that step?

Reflect on the Last Step Taken

1) What did you plan as your Last Step?

2) What did you Expect?

3) What Actually Happened?

4) What did you Learn?

Return to question 3--------->

Because you don’t actually know

what the result of a step will be!

< Front of card

Back of card >

Toyota Research Questions

© Mike Rother

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• The Coaching Kata deployed in all levels of the organization develops a catch-ball routine along the chain of accountability.

• A meta-routine or kata for all levels and all areas of an organization.

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Developing Meta-Routines

Deployment Model

• Scouts

• Advance Group

• “3 Month” Coaching Capacity Development

• Month 1 – Practice

• Month 2 – Quality of Practice

• Month 3 – Skill Assessment

• Next Wave (s)

• Meta-Routine

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Scouts

• Go out front and learn

• Bring findings back to the organization

Advance Group

• 5 – 7 Middle Managers

• Executive Sponsorship

• Will practice first – in advance of the rest of the

organization

• They become the initial coaches for the organization

• Steer deployment - setting Challenges

• Kata the Kata!

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ADVANCE GROUPS

Advance Groups (AGs) are charged with

actively monitoring and guiding

the organization’s kata deployment

Additional Coaches

• Include others in the initial wave

• High potential coaches

• Lean Experts to become “Master Coaches”

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The Roles

Supervisor Owns the Target

Condition.

Manager Advises

and Supports

Manager Supervisor

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“3 Month” Coaching Capacity Development

• Initial practitioners – Rotate through the roles

• “30 days” or 20 PDCA’s as Learner

• “30 day” or 20 Coaching Cycles as Coach

• “30 Days” or 20 2nd Coaching Cycles as 2nd

Coach

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Month 1 – Focus on Practice

Learner: 2nd Coach:

Process:

Date

Day # Reasons for no PDCA and Coaching Cycle

Coach:

PDCA & Coaching Cycles Tracking Record On Storyboard and then in Learners Notebook

Time spent on PDCA

(minutes)

Time Spent On Coaching

Cycle (minutes)

Time spent on

Refection (minutes)

2nd Coach Present

(X)

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Month 2 – Quality of Practice

• Active Advance Groups Review the Learner’s Storyboard for key Quality Characteristics

Process: Challenge:

Target Condition

Actual Condition Now PDCA Cycles Record

Obstacles Parking Lot

IK and CK Information

TC must align with Challenge

Establish Date:

Achieve By Date

1. Outcome Metric Value

learner predicts the

desired pattern will

achieve

2. Process Metric Value

learner predicts the

desired pattern will

achieve, this should

mathematically/logically

relate to Outcome Metric.

3. A desired pattern of work

in the form of a block

diagram.

4. Add any other pertinent

forms, information,

pictures, etc.…

CC should include

1. Current and up to

date Outcome

Metric Chart(s)

2. Current and up to

date Process Metric

Chart(s)

3. A description of the

current pattern of

work modified as

changes have

occurred over time.

1. Add any other

pertinent forms,

information,

pictures, etc.…

Up to date PDCA

Coaching Cycle

Tracking Record

PDCA Cycles Record any other

pertinent information, pictures,

etc.…

PDCA should address a specific

Obstacle to acheiving the TC

Obstacles listed, Indicating the

one learner is addressing.

Obstacles should be specific

not vague, nor should solutions

or lack of solutions be listed.

Obstacles need to relate to TC

Describe the Challenge achieve by date and what the learner is striving to achieve.

Describe the process the learner is learning about and striving to improve

Rev 2.0 Learner’s Storyboard Quality Checklist

(Date Set)

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Month 3 – Skill Assessment

Average:

Date: AssessedBy: Learner:

Skill ScoreGraspingCurrent

Condition

Needshelpingraspingthecurrentconditionfroma

coach

GraspsCCtoestablishTCwithlittlecoaching ConnectsCCtoChallengeandTC,andcanarticulateto

otherteammembers

ProcessAnalysis

Difficultyinfollowingthefivestepsofprocessanalysis

withoutguidance

Understandsandperformsprocessanalysiswithlittle

coachingratherthancopyingoldinformation

Usesbothdataandobservedfactstograspcurrent

conditionfollowingthefivestepsofProcessAnalysis-

visibleonstoryboard(example:noteswrittenon

metrics,changestopatternofwork,etc.)

PatternofWork

Currentpatternofworkisvague,lackingdetailssuchas

WIP,batchsizeand/ormissingkeyoperations/process

steps.

Currentpatternofworkupdatedaschangesaremade,

progressingtowardthedesiredpatternofwork

imbeddedwithintheTargetCondition.Changesare

notedanddatedwithcoachesguidance.

Currentpatternofworkupdatedaschangesaremade,

progressingtowardthedesiredpatternofwork

imbeddedwithintheTargetCondition.Changesare

notedanddated.

Observation

Assumetheyknowthecurrentcondition(i.e..Listof7

Wastesandsolutions)ratherthanusingobservablefacts

andmeasureddata.Reliesuponprocedures,computer

generateddataandopinions.

Candemonstrateanddescribecurrentconditionwith

observablefactsanddata,butmaynotrelateto

variationinpatternofworkandimpactofvariation

Identifiesandunderstandspatternsofwork,variationin

workprocessandoutcomemetrics,andtheeffectsof

variation

Process&Outcome

Metrics

Selectedoutcomeandprocessmetricsthatarenot

linkedmathematicallyand/ornotrelatedtothe

challenge

Usesprocessmetricsandoutcomemetricsthatcantrack

progressandlinkittothechallengewithsomeguidance

fromcoach

Usesoutcomeandprocessmetricsindependentlyof

coachmathematicallylinkingthetwoandlinkingtothe

challenge

DeterminingTarget

Condition

DifficultydeterminingwhatwouldbeanappropriateTC

withMetrics

IsabletoidentifyaTCbutmaybeutilizinga

predeterminedpathand/orsolutioninmind(Learner

NOTgoingoutsidetheirCurrentKnowledgeThreshold)

TCissetwithoutapredeterminedpathand/orsolution

inmindandissetbeyondCurrentknowledgethreshold

TargetConditionDerived

fromCurrentCondition&

AlignedtoChallenge

TCnotderivedfromCC(moreofabestguess).Difficulty

inexplaininghowtheTCwasderived.

EstablishesTCbasedonCCandcanexplainhowitwas

derived

TCIsbasedontheCCandalignedwiththechallenge.

ConnectsTCandCCtothechallengeandcanarticulate

tootherteammembers

TargetConditionDetailsTargetconditionshavelittledetailandisnotappropriate

fortimeframetocomplete.Toobroad,whichmakesit

difficulttoidentifyobstacles.

TCcontainssomeormostofthefollowing:Outcome

Metric(s)ProcessMetric(s),DesiredPatternofworkand

otherCharacteristics.

TCcontainsoutcomemetric,processmetric,desired

patternofworkandothercharacteristics.Relationships

arelinkedandcanclearlybeexplained.

DesiredPatternofWork

LinkedtoAchievingTarget

Condition

DesiredpatternofworknotidentifiedwithintheTC. DesiredpatternofworkisidentifiedwithinTC,but

achievingTCisstillnotconnectedtodesirepatternof

workand/orhowthevariationwilleffectTC.

DesiredpatternofworkisidentifiedwithintheTCand

understandsvariationinworkprocessandoutcome,and

theeffectofvariation.

SettingTargetCondition

Timeframe

NeedsreminderfromcoachaboutTargetConditiondue

date,progress&keepingtotimeline

AttimeswillestablishaTCthatisappropriateforthe

timeframeandknowswhenTCmetwithlittleassistance

fromcoach

OftenestablishesTCthatisappropriateforthetime

frameandknowswhenTCmet.

IdentifyingObstaclesObstaclesidentifiedareactuallyactions/solutions

insteadofatrueobstacle

Obstaclesareobservedinsteadof'wordofmouth' ObstaclesareobservedanddiscoveredduringPDCAs

ArticulatingObstaclesVagueobstaclethatcannotbeexperimentedagainst Obstaclesarebecomingmorespecific,butmaynot

articulatehowtheycanbemeasured

Veryspecific,canbearticulatedandaremeasurablefor

effectiveexperimentation

DocumentingObstaclesForgetstoupdateobstaclelistasPDCAsprogress.Does

notidentifyclearlywhichobstacleisbeingaddressed.

ObstacleParkingLotisupdatedasPDCAsprogress

sometimeswiththe"nudge"fromacoach

Activelylookingforobstaclesduringtheobservationof

theirPDCAcycleandlearningreflection

RelationshipBetween

ObstacleandTarget

Condition

ObstacledoesnotlinktoTargetConditionandPDCA Specificandcrispobstaclesthatareclearlylinkedtothe

TargetCondition

ObstaclesarestronglyconnectedtotheTargetCondition

andPDCA-eliminationoftheobstacletiesdirectlyto

results

RelationshipBetween

PDCA,Obstaclesand

TargetCondition

Experimentsarenotrelatedtoidentifiedobstaclesor

aremulti-factor

SometimesneedguidancetoestablishnextPDCA.

Usuallyrelatedtoobstacles.

CandesigngoodPDCAandexplainitsrelationshipto

currentobstacleandTC.

ThresholdofKnowledgeExperimentsarenotoutsideofthelearner'sthresholdof

knowledge

UsessomeSimulationandlearnsfromfailure Learnerisgettingcomfortablewithexperimentsoutside

ofthecertaintyzone

DeeperLearningMightnotbeabletoarticulatethedeeperlearning. Deeperlearningfromexperimentssometimesrequires

thehelpofacoachtopullout

Uncoversdeeperlearningfromexperimentationwithout

thehelpofthecoach.

PDCAExperimentDesignExperimentdesignnotthrourghlythoughtthroughand

articulated.Stepsaretoolargeandvague.

Experimentaldesignisimprovedandthoughtfulwith

vagueexpecationsarticulated.

Experimentaldesignthoughtfulwitheffective

expecationsarticulated..

LearningsLearningsarelistedasarepeatofobservations,deep

reflectionnotoccuringorrepresentedonthePDCA

record.

Learningsarevagueandoftenlistsobservationsas

learnings.

Learningswellarticulatedcomingfromthecomparison

ofexpectationsanddeep/detailobservationsmade

duringtheexperiment

ScientificExperimentation

Relieson"Go&see"typeofexperiments BecomingmorescientificwiththePDCAtypeswith

"exploratory"and"testahypothesis"-atminimum,

somepredictiononwhattheyexpectandwhatthey

expecttolearn

Reliesmostheavilyon"TestaHypothesis"PDCAtypes--

deepthinkingonwhattheyexpecttohappenandwhat

theyexpecttolearn.Canarticulatetheunderlying

hypothesissupportingtheirprediction.

PDCADocumentationLearner'sPDCAstepsarenotdocumentedappropriately.

Mightbeverybrief.

PDCA'stypicallydocumented,butcoachsometimesasks

formoredetailtobeadded.

Theyknowhowtheywillmeasureandhowtheywill

observetheresultsoftheirexperiment.Thoroughly

documented.

LinkingChallenge&VisionMaynotbeabletolinkChallengewithVision. UnderstandshowmostelementsoftheVisionand

Challengelinktohis/herarea.

CandefinehowthesiteVisionandChallengeislinkedto

theentireValueStream.

ChallengeDevelopmentCanrecitetheChallenge/Visionbutcannotexplain

anddoesnotunderstandwhereitcomesfrom.

UnderstandsthesiteVisionandChallenge,butmayhave

difficultyexplainingthemtoothers.

CanhelptheirleadershipdefinecredibleChallengeand

Vision,ifnecessary.AbletoeasilydevelopChallenge

fromValueStreamMap.

LinkingTCtoChallengeUnderstandsdefinition/differentiationofDirection;

Vision,ChallengeandTargetConditions

Onoccasion,demonstrateslinkageofChallenge,Target

ConditionandObstacles.

LinksprocessneedsandpatternstoChallenge,can

articulatewithdata.

ProgressTowards

Challenge

UnderstandstheVisionmaynotbeachievablebutalso

believestheChallengemaynotbeachievedandis

uncomfortablewithgoalsandobjectivesbeyondtheir

ThresholdofKnowledge.

UnderstandstheVisionmaynotbeachievablebutalso

believestheChallengemaynotbeachievedandis

becomingmorecomfortablewiththesegoalsand

objectivesbeyondtheirThresholdofKnowledge.

Abletoworktowardsaneffectivelongterm(1to3year)

ChallengeandiscomfortablewithChallengesandTarget

ConditionsbeyondtheirThresholdofKnowledge.

2-AdvancedBeginner 3-Competent

Direction

LearnerSkillAssessmentForm

PDCA

Obstacles

Current

Condition

(CC)

Target

Condition

(TC)

1-Novice

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Building Coaching Capacity

0

50

100

150

200

250

300

350

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Coaching Capacity Built Over Months

Coaches

First 3 months builds

initial coaching

Subsequent months

builds Addition

coaching capacity

under the direction

of the Advance

Group

Five Key Factor for Success

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Developing a Meta-Routine

FOR SUCCESS in deploying Toyota Kata

Mike Rother

FIVE KEY FACTORS

The Role of Advance Group

Through Deployment

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5 FACTORS

in the successful deployment of Toyota Kata

1. Relevancy

2. Right People in Right Roles

3. Close-in Target Conditions

4. Frequent and Rapid PDCA’s

5. Purposeful Coaching Cycles

Your “Advance Group”, who shepherds and PDCAs

your organization’s deployment, should assure

that these factors are in play

THE TIPPING POINT

The Advance Group is striving to achieve a

tipping point within the organization

The point in time when

kata activities are no

longer “something

extra” I have to do, but

just the “usual thing” I

do to manage my

processes and develop

my people.

Mike Rother

8/26/2016

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A MOMENT

• A tipping point is a moment that signals the beginning of dramatic change.

• Malcolm Gladwell asserts that tipping points explain uncanny phenomena; the momentum behind the spread of AIDS or the murder rate in the NYC suddenly dropping in the mid 1990’s.

• More interestingly, it’s the basis of the idea that behaviors and ideas are contagious; in other words, they also have tipping points.

FACTOR 1 RELEVANCY

Improvement Kata activity has to be relevant

to the organization

to the 2nd Coach

to the Coach

to the Learner

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OUTCOMES ARE CRITICAL

Relevancy comes when the outcomes are critical…

Improvement Kata is deployed on critical organizational challenges and processes.

Coaches have a vested interest in the outcomes and are held accountable for the results.

Learners are the process owners and will personally benefit from the improvements achieved.

FACTOR 2 RIGHT PEOPLE IN RIGHT ROLES

Learner’s role is to apply the Improvement Kata following a scientific model to obtain innovative improvements.

Coach’s role is to teach the scientific model to obtain innovative improvements.

2nd Coach’s role is to the teach coaching kata to the primary coach.

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Learner

2nd Coach (not always

present)

Coach

REPORTING RELATIONSHIPS

The relationship between the Learner, Coach and 2nd Coach is a key factor to success

The relationship between a Learner and their Coach is the basis for development of people.

The development of people is how day-to-day improvement and innovation are delivered.

2nd Coach

Learner Learner Learner

Coach

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COACH AND LEARNER The Coach must have a vested interest in developing their

Learner along with obtaining improvement. The Coach is

interested in altering the thinking and acting of the Learner,

resulting in a new mindset

2ND COACH AND COACH

The 2nd Coach should have a vested interest in

developing the management skill set of the Coach

Novice

Avd Bgnr

Competent

Proficient

Expert

2nd Coach

Learner Learner Learner

Coach

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FACTOR 3 CLOSE-IN TARGET CONDITIONS

Target conditions, particularly with Novice learners and coaches, tend to be large and more complex then they should be.

This leads to large and complex PDCA’s. PDCA’s that could be target conditions in and of themselves!

ADVANCE GROUP TARGET CONDITION REVIEWS

Advance Groups should review target conditions to assure they are:

1. Of the proper distance into the future

2. Aligned to

organizational challenge

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NOVICE SKILL LEVEL TARGET CONDITIONS

For Novices, Target

Conditions should be

set 1 or 2 weeks out.

ADVANCED BEGINNER OR COMPETENT SKILL LEVEL

Process level

target conditions should be no more than 3 to 4 weeks out.

Value stream target conditions should be no more than 1 month to 3 months out.

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FACTOR 4 FREQUENT AND RAPID PDCA’S

With close-in target conditions, PDCA’s tend to be

smaller, single factor experiments that are performed

with laser focus set on overcoming

one obstacle at a time

Plan

Do Check

Act Plan

Do Check

Act Plan

Do Check

Act Plan

Do Check

Act Plan

Do Check

Act Plan

Do Check

Act Plan

Do Check

Act Plan

Do Check

Act

KEEP LEARNERS ENGAGED

Frequent and rapid PDCA’s keep the learning and

improvements coming at a fast pace, keeping the

Learner and their teams motivated and engaged.

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FACTOR 5 PURPOSEFUL COACHING CYCLES

Frequent and rapid PDCA’s give purpose to

frequent coaching cycles

Mike Rother

KEEP COACHES ENGAGED

• When fast-pace learning occurs, coaches and 2nd

coaches remain engaged and motivated to Go and See.

• On the flip side, if PDCA’s are long and learning is

happening at a slow pace, coaching sessions lose their

allure and value..

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Kata Skill @ Novice

Common Themes

Illustrated with a Healthcare Example

Beth Carrington

51

Kata Skill @ Novice

1. Target Conditions too far into the future.

2. Target Conditions too large, broad in scope and/or reach.

3. Metrics are unnecessarily complicated.

4. Obstacles large and/or vague, not directly observed.

5. PDCA’s too large, listed as Action Item not experiment.

52

Common themes new Learners and

Coaches demonstrate in their practice

Novice

Avd Bgnr

Competent

Proficient

Expert

Dreyfus Skill

Acquisition Model

LEANER &

COACH ARE

HERE

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Illustration Story Outline

1. Healthcare System

2. Organizational Vision and Challenge

3. Parse Organizational Challenge to Process Level 1. Vision

2. Challenge

3. Target Condition

4. Actual Condition

5. Obstacles

6. PDCA

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Multiple Site Healthcare System

Part of 650 Leaders of the organization just

parsed the System’s goals and objective to site and department level goals and objectives.

Then an on site-initial coached practice Kata Workshop was conducted.

A couple of weeks later follow up contact was made

Healthcare System

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Top 10th percentile in Patient Satisfaction Scores

Top 10th percentile in Quality Rating

Top 10th percentile in Employee Engagement

Positive Operating Margin

Vision – System Level

55

THIS

STORY’S

FOCUS

Top 10th percentile in Patient Satisfaction Scores

• Quality - Protecting Patients From Harm

• Hospital Acquired Conditions (HAC)

• Patient Falls

• Pressure Ulcers

Challenge Development at System Level

56

CONTINUING TO

NARROW and

DEFINE THE

CHALLENGE

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Next step is to “parse” the organization’s goals to process level goals and objectives, asking and answering the question -

“How does this process have to perform to

meet the larger organizational goals?”

Site Specific and Process Level

57

Hospital acquired conditions (HACs) are

preventable and we will eliminate HACs at our

Hospital.

Vision – Site Specific

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Challenge – Site Specific

By December 31, 2016

• 15 or fewer inpatient falls (moderate or major) and

HAPUs (Stage III, IV and Un-stageable) -- total inpatient

falls & HAPUs combined.

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Theme Development : Although prevention of

inpatient falls is important, we believe that HAPU

prevention is our first priority.

Target Condition (TC)

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Date: 30-May-16 (75 Days in the future)

Outcome Metric: 8 or fewer HAPU events

Process Metric: % of limited mobility patients being

repositioned every 2 hours (baseline results TBD)

Target Pattern: Follow the S & K of S.K.I.N., Inspection

and Training across the site


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61

Common Theme 1.

Target Conditions date

too far into the future,

Learners & Coaches

with Novice Skill set TC

dates. There is an

underlying assumption

and a sense of

confidence they can

accomplish something

with more time.

This TC date should be 7-14 days into the

future.








62

Common Theme 2.

Target Conditions too large, broad in

scope and/or reach. Not sure in this

case which came first the TC date over

2 ½ months into the future or if this site-wide TC drove the date.

In establishing a TC set the date first,

with Novice Skill, 7-14 days out.

Then establish the TC, keep asking

yourself what TC can I set to learn what

I need so that I can achieve the

Challenge. Scope the TC so that you

can run experiments and observe

results. Site wide experiments will be

near impossible to grasp & observe the

results to determine cause and effect

relationship.

Find a “learning lab” area within the organization, learn what you need

within the smaller area or reach, in this case a single floor or area.

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63

Common Theme 3.

Metrics are unnecessarily

complicated. In this TC the

process metric is a % of

instances over 2 hours. It is not

a directly observable – “in the

moment” metric. Simple is

better. An example would be

to create a run chart of each repositioning and the time since

the last move. Now each

instance of over 2 hour re-

positioning the question can be

asked and answered. What

prevented us from repositioning

this patient within the 2 hours.

This will generate a list of

observable obstacles that need

to be overcome. This leads us

to the common theme 4, go to

page 19 Obstacles Parking Lot.

Current Condition

64

FOCUS

on

THESE 2

We believe that the main gaps in our current

HAPU prevention plan (S.K.I.N.) are unclear

roles and responsibilities; unclear standards;

lack of training; and an inadequate

investigation process,. If we are able to close

these gaps, we will see improvement in our

HAPU harm rates.

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Process Metric – Baseline TBD

65

0

0.25

0.5

0.75

1Jan-1

6

Feb-1

6

Mar-

16

Apr-

16

May-1

6

Jun-1

6

Jul-16

Aug-1

6

Sep-1

6

Oct-

16

Nov-1

6

Dec-1

6

% of Patients Being Repositioned

actual target

Outcome Metric

66

6

15

0

5

10

15

20

Jan-1

6

Feb-1

6

Mar-

16

Apr-

16

May-1

6

Jun-1

6

Jul-16

Aug-1

6

Sep-1

6

Oct-

16

Nov-1

6

Dec-1

6

2016 YTD HAC Events

YTD actual 2016 target

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Variation in understanding of expectations for S.K.I.N. protocols (who, what, when)

Inadequate standard/expectation for "4 eyes on" skin assessment

Obstacles

67

Common Theme 4.

Obstacles large and/or

vague, not directly

observed. With a broad TC, obstacles typically become

fuzzy, not observed but

intuitively developed.

As stated in the prior

conversation box, with a

crisp/focused TC and a

directly measurable and “in

the moment” process

metric, obstacles are easily

recognized and observed.

I.E. What prevented us from

repositioning that patient

within 2 hour expectation.

PDCA Record

68

Common Theme 5.

PDCA’s too large, listed as

Action Item not experiment.

The TC date being set too far

out, the TC being too large in scope/reach and vague

obstacles lead to Action

Item list PDCA’s as opposed

to experimental PDCA

cycles and cycles that take

longer than the desired

Coaching Kata timeframe,

preferably Daily at this

process level.

With a narrow scope/reach

TC and observable Process

Metric then the obstacles

become observable and selecting one will be easier

to create an opportunity for

experimentation.

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Kata Skill @ Novice

1. Target Conditions too far into the future.

2. Target Conditions too large, broad in scope and/or reach.

3. Metrics are unnecessarily complicated.

4. Obstacles large and/or vague, not directly observed.

5. PDCA’s too large, listed as Action Item not experiment.

69

Common themes new Learners and

Coaches demonstrate in their practice

Novice

Avd Bgnr

Competent

Proficient

Expert

Dreyfus Skill

Acquisition Model

LEANER &

COACH ARE

HERE

Experience shows that creating an active and engaged Advance Group helps an organization create competent coaching

capacity more quickly.

Learners and Coaches @ Novice Kata Skill engaged with a Kata Master Coach also build their coaching capability (skill) to competent more quickly.

Avoid these Common Themes

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71

Developing Meta-Routines

Case Examples

• ZF in Brazil

• Kennametal in US

• Baptist Memorial Healthcare in TN, AR and MS

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Wishing you success in Developing 21st Century Lean Management!

Kata, kata, kata...

Beth Carrington

kata deployment developing lean management:...

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