kata in newport news, virginia an approach to coaching and...
TRANSCRIPT
2/18/2016
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Wenn Sie ein neues Bild einfügen: Klicken Sie mit der rechten Maustaste auf das Bild und wählen „In den Hintergrund“, um das Bild hinter das Quality Seal zu bringen.
If you insert a new picture: Right click on the picture and select “Send to the back” to position it behind the Quality Seal.
Kata in Newport News, Virginia
An Approach to Coaching and Teaching at All Levels
www.continental-corporation.com Powertrain Division
Public
› Leadership Training
› Leadership skill development
› Advanced Team Meetings
› “What” and “How”
› Coach 2 Training (Coach Development Process)
› How the game is played and how we keep score
› Kata in Everything We Do
› Beyond the Kata boards
Kata Landscape at Continental Newport News
18 February 2016
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Public
18 February 2016
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Entropy
Large
Projects/Events
Tools for “Small” CI:
TPM Tags
OPL
5S
Six Sigma
Kata
Current
State
Future
State
Small CI projects every day
+
Culture
change
CI mindset
and behavior
D. Kilgore, © Continental AG
Kata at Continental Newport News Back Story
Public
Kata at Continental Newport News Never Give Up!
18 February 2016
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› No preparation
› Dictated to us
› Negative attitudes
› We taught “how”
Failed Attempt 1 (Q2, 2013)
› Preparation – read the book
› Positive people
› Wanted to succeed
› We taught “how”
Failed Attempt 2 (Q3, 2013)
› Preparation – read the book
› Positive people
› Wanted to succeed
› We taught “why” first, then “how”
Successful Attempt 3 (Q3,2014)
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Public
Kata at Continental Newport News Back Story – Why?
18 February 2016
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We will provide our customers with
the best precision automotive
components through a relentless
pursuit of quality and operational
excellence, and through continuous
improvement in everything we do.
NPN Plant Vision
Create an environment that allows
our team members to thrive and
develop.
5th Strategic Thrust
Leadership
› Engage 600 people to
make the best
decisions they can
every day.
Reference: David Marquet – Ladder of Leadership
Public
Kata at Continental Newport News Back Story – How!
18 February 2016
6 D. Kilgore, © Continental AG
We will provide our customers with
the best precision automotive
components through a relentless
pursuit of quality and operational
excellence, and through continuous
improvement in everything we do.
NPN Plant Vision
Create an environment that allows
our team members to thrive and
develop.
5th Strategic Thrust
Leadership
› Engage 600
people to make the
best decisions they
can every day.
Kata
› Sustainability through CI
every day by every person
› Coaching and teaching at
all levels
Reference: David Marquet – Ladder of Leadership
2/18/2016
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Wenn Sie ein neues Bild einfügen: Klicken Sie mit der rechten Maustaste auf das Bild und wählen „In den Hintergrund“, um das Bild hinter das Quality Seal zu bringen.
If you insert a new picture: Right click on the picture and select “Send to the back” to position it behind the Quality Seal.
Advanced Team
www.continental-corporation.com ES, Powertrain
Team Members
› Alex Delgado
› Dave Kilgore
› Jorge Padilla
› Kevin Francis
› Andrew Turner
› Giuseppe Latorrata
› Jan Bennett
› Garry Reedy
› Jennipher Allison
› John Miller
› Dave Rogers
› Chris Connor
› Justin Shank
› Kimberlie Shumaker
› Tiffany Burton
› Albert Kaiser
› Steven Leach
› Marcelo Correa
› Seth Shumaker
Sr. Engineer
Plant Manager
Sr. Engineer
Sr. Engineer
Logistics Specialist
Plant IE Manager
Engineering Analyst
Quality Analyst
Value Stream Manager
Value Stream Manager
Maintenance Coach
Logistics Manager
Project Manager
Production Coach
SCE Team Leader
Focus Factory Manager
Quality Manager
Value Stream Manager
Value Stream Manager
Public
Kata at Continental Newport News Advanced Team
18 February 2016
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We will provide our customers ….
continuous improvement in
everything we do.
NPN Plant Vision
Create an environment that allows our team
members to thrive and develop.
5th strategic Thrust
AT Kata Improvement Board
Create an environment that allows our
team members to thrive and develop
through coaching and continuous
improvement in everything we do.
AT Kata Challenge
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Public
Advanced Team Kata Board and Meeting Structure
18 February 2016
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Meeting format › Weekly meeting - one hour long
› First half – coaching session with process owner (learner) and plant manager as (coach)
› Rest of team provide Coach 2 feedback
› Second half – coaching session with a selected practicing Kata board (Status on Nov. 2015)
Meeting intent
› Using Kata to guide deployment efforts
› Open forum for coaching and teaching
our leaders
› Coaching skill development
Public
Kata at Continental Newport News Advanced Team
18 February 2016
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› Internal training curriculum
› Selection of next Kata consultant
› Recommendation for leadership training –
“Why Kata”
› Guidelines for consistent board content
and discipline.
› Coaching skill development – Coach 1
and Coach 2
› Coaching in everything we do
› Cascading boards
Outcomes
AT Kata Improvement Board
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Wenn Sie ein neues Bild einfügen: Klicken Sie mit der rechten Maustaste auf das Bild und wählen „In den Hintergrund“, um das Bild hinter das Quality Seal zu bringen.
If you insert a new picture: Right click on the picture and select “Send to the back” to position it behind the Quality Seal.
www.continental-corporation.com ES, Powertrain
2nd Coaching Coach Development Process
Public
The 2nd Coach Process 13 Attributes – Process Metrics
18 February 2016
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Kata board tells the story Challenge relates to business goals Target condition relates to challenge Target Condition Depicts Gap Target Condition has "achieved by" date Current Condition Updated Written = What is said Last step documented on PDCA record Obstacles discussion Next Step written down and sized Next Step addresses the "one obstacle" Next Step has predicted outcome Coach sticks to 5Q Sequence
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Public
The 2nd Coach Process Process Metrics and Outcome Metrics
18 February 2016
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Discuss what attributes to
focus on prior to coaching
session – “Target
Condition”
1
Observe and assess 13
attributes – “Current
Condition”
2
3
Process Description Kata board tells the story
Challenge relates to business goals
Target condition relates to challenge
Target Condition Depicts Gap
Target Condition has "achieved by" date
Current Condition Updated
Written = What is said
Last step documented on PDCA record
Obstacles discussion
Next Step written down and sized
Next Step addresses the "one obstacle"
Next Step has predicted outcome
Coach sticks to 5Q Sequence
Attributes
The data we
collect in the
Coach 2 process
becomes the
Current Condition
for the Advanced
Team! Provide immediate
feedback on 1 or 2
attributes: “Learning” and
“Next Step”
PDCA
Public
› Populated with data from coaching assessment sheets
› Current condition of all active Kata boards
The 2nd Coach Process
18 February 2016
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Public
The 2nd Coach Process and AT Target Conditions
18 February 2016
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Create an environment that allows our
team members to thrive and develop
through coaching and continuous
improvement in everything we do.
AT Kata Challenge
Wenn Sie ein neues Bild einfügen: Klicken Sie mit der rechten Maustaste auf das Bild und wählen „In den Hintergrund“, um das Bild hinter das Quality Seal zu bringen.
If you insert a new picture: Right click on the picture and select “Send to the back” to position it behind the Quality Seal.
www.continental-corporation.com ES, Powertrain
KATA in Everything We Do Beyond the Kata Boards
2/18/2016
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Public
Playing the Game What is Happening Daily?
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D. Kilgore © Continental AG
› Coaching through standard
questions
› Focus on the “Process”
rather than KPI
› Focus on specific issues one step at a time
› 100% Transparency – follows the Coaching Kata
Production Product Management (PPM) Fast Response – customer logistic issues
› Time efficiency – reduced from 1 hr. to 20 min.
› Set-up expectations of next steps and follow-up
› Coaching Champions
through standard questions
about 5S
› Focus on the “Process” of
improving the lowest rated
item rather than the Self
Assessment Score
Public
Language of responsibility
› Language used during conversations
› Key words you hear as a leader or coach – “ladder of leadership”
What is the behavior?
› Managers and leaders have shifted discussion mechanisms – “obstacles and next steps”
› Management behavior – focus shifted from management by KPI to management by process
› Peoples’ attitudes towards continuous improvement – “my next step is….”
Kata in Everything We Do The Culture is Changing…How Can We Tell?
18 February 2016
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Reference: David Marquet – Ladder of Leadership
Tell me what to do…
I request permission to…
I recommend…
I think…
I have done…
I intend to…
I have been doing…