Toyota Kata: Developing a Deliberate Culture Through Practice and Effective Coaching - Brandon Brown, P. E. 479-856-1919
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Toyota Kata:
Developing a Deliberate
Culture Through Practice
and Effective Coaching
Brandon Brown, P. E.
brandon.brown@w3groupllc.com
479-856-1919
© 2014 Brandon Brown
Acknowledgements, Sources and Copyrights
A big thank you to all the client and
workshop participants that enabled us to
practice, learn and adapt.
Significant contributions to this
presentation made by:
• Brandon Brown, P. E, W3 Group &
University of Arkansas
• Emiel van Est
Lean Management Teachers, The
Netherlands
• Håkan Forss, Stockholm, Sweden
• Hank Czarnecki, ATAC,
Auburn University
• Bill Kraus, AMS &
Arkansas State University
• Tilo Schwarz, Lernzone, Germany
http://www-personal.umich.edu/~mrother/Homepage.html
© 2014 Brandon Brown
A Lean Conclusion
3 4
WHAT IS A KATA?
A kata is a pattern you practice to learn a skill
The research that led to the book Toyota Kata looked into
Toyota's management methods. The word 'kata' perfectly
describes the routines we found being practiced there: the
Improvement Kata and the Coaching Kata.
The suffix kata means way of doing. It refers to a form or
pattern that can be practiced to develop particular skills
and mindset.
© Mike Rother / Im provem e nt Kata Handb o ok
4
TWO SIDES OF A COIN
PEOPLE PROCESS
DEVELOPMENT IMPROVEMENT
The Coaching Kata The Improvement Kata
Pattern for Teaching Where do you want to go,
the Improvement Kata then iterate to get there
Standardized approach to Advancing toward something
facilitate Improvement Kata beyond your threshold of
skill development in daily work knowledge in a systematic,
scientific way
© 2014 Brandon Brown and Bill Kraus
© Mike Rother / Im provem e nt Kata Handb o ok
How does the Improvement Kata work?
Our habitat
You are here
x
Waste Walk Temptations…
•Problems
•Waste
•Improvement
opportunities
Adapted from Unified Field
Theory by Bill Costantino © 2014 Brandon Brown & Emiel van Est
Threshold of Knowledge
x
Adapted from Unified Field
Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est
Threshold of Knowledge
© 2014 Brandon Brown & Emiel van Est
Waste walk, low hanging fruit
What can we
improve?
x
Adapted from Unified Field
Theory by Bill Constantino © 2014 Brandon Brown & Emiel van EstDefault
x
Adapted from Unified Field
Theory by Bill Constantino © 2014 Brandon Brown & Emiel van EstA different approach…
The Improvement Kata
Understand Grasp the Establish PDCA Toward
the Direction Current Next Target Target
Condition Condition Condition
Target
?!
Condtion
© Mike Rother1 Understand the Direction
x Challenge
Vision for
Customer
Adapted from Unified Field
Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est2 Grasp the Current Condition
x Challenge
Vision for
Customer
Adapted from Unified Field
Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est3 Establish Target Condition
x Target
Condition Challenge
Vision for
Customer
Adapted from Unified Field
Theory by Bill Constantino © 2014 Brandon Brown & Emiel van Est4 PDCA Toward Target Condition
What must we
Improve?
x Target
Condition Challenge
Vision for
Customer
Adapted from Unified Field
Theory by Bill Constantino © 2014 Brandon Brown & Emiel van EstThreshold of Knowledge Expanded
What must we
Improve?
x x Next Target
Condition Challenge
Vision for
Customer
Adapted from Unified Field
Theory by Bill Constantino © 2014 Brandon Brown & Emiel van EstDo you see the difference?
TROUBLESHOOTING
Going after
• Problems
x • Waste
• Improvement
opportunities
STRIVING
Striving to find
x Target
Condition
your way towards
a Target Condition
© 2012-14 Hank Czarnecki, Brandon Brown & Emiel van EstWhich behaviors do we have to focus on
to make improvement successful?
s= •D x A x M
Success = Direction x Ability x Motivation
The 3 things management must do:
Give Direction
Increase problem solving Ability
Enable self-Motivation
If any of the three components
Inspired by Toshio. Hofikiri
is 0 ….. we will fail. © 2014 Tilo Schwarz
- - - - . : . . - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - .LERNZONE.com -
11Why is setting a
Direction so important?
© 2014 Tilo Schwarz
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . LERNZONE.com -
12Vital behavior #1: Create constant improvement-pull
with the Vision & Challenge as the Direction giver..
Set inspiring longterm direction to ensure sustainability through continuity. ..
...and rhythmically brake it down into guiding and synchronizing challenges.
Challenge Vision
1 Week to 6 months – Distant
3 Weeks out 3 years out
Organization level
Process level Value-stream level
Long-term direction
Describes the next
desired process Significant customer- oriented giver.
condition, to be challenge that will take a series
of target conditions to Too far away to motivate and
reached by a guide specific Improvement
specified date. achieve.
Kata activity.
© 2014 Tilo Schwarz
21Vision: To boldly go where no
one has gone before!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.comChallenge: I believe this nation should commit
itself to landing a man on the moon and returning him
safely to the earth before the end of the decade."
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.comCreated by Håkan Forss @hakanforss http://hakanforss.wordpress.com
1st Target Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Next Target Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Next Target Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Next Target Condition Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Next Target
Condition
Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center
Mission:AS11 Roll:44 Frame:6548 Created by Håkan Forss @hakanforss http://hakanforss.wordpress.comBeware: It is not about deploying numerical goals. They are not
sufficient to give direction and synchronize improvement efforts
throughout the whole organization!
Example:
What did John F. Kennedy really say on 26th of May 1961?
I believe that this nation should commit itself
to shoot a man into space for a distance of
384,400 km before the end of the decade."
Today mankind is able to fly 41,000 km
through space*. I believe that this nation
should commit itself to increase this by 10%
per year before the end of the decade."
"I believe this nation should commit itself
to landing a man on the moon and
returning him safely to the earth before
the end of the decade."
•JlKi Gagatin was the first human 10round the earth in a spacecrah on 12thof Apri 1961. © 2014 Tilo Schwarz
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - .LERNZONE.com -
16Here is what Deming said about
numerical goals...
“A numeric goal accomplishes nothing without a method.
Only the method is important, not the goal. "
“If you can accomplish a goal without a method
improving the process , then why were you not
doing it last year?"
“There is only one answer: you were goofing off. "
© 2014 Tilo Schwarz
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . LERNZONE.com -
1732
Improvement will only be continuos and sustainable when always
striving for a challenge. Setting and checking standards at best
maintains the status quo.
Management by Exception Improvement-PULL
Challenge
+ - - - - - - :>
Professionals always strive for a challenge they can not yet master
and therefore continuously improve.
Amateurs react only in case of deviation and therefore drop behind.
© 2014 Tilo Schwarz
13Vital behavior #2: How to master the challenge…Increase
problem solving Ability with the lmprovement-Kata.
1
s= D •
x A x M 1
2 3 4
Understand Grasp the Establish PDCA
the Current Next Target Toward
Direction Condition Condition Target
Condition
Target ?!
Condtion
Next Target-Condition
Beware: Understand the Initial-Situation
before defining the first Target Condition
© 2014 Tilo Schwarz
LERNZONE.com -
19SO EACH STEP = A PDCA CYCLE
ACT PLAN
ACT PLAN
ACT PLAN CHECK DO
Target
ACT PLAN CHECK DO
Condition
ACT PLANCHECK DO
ACT PLAN CHECK DO
ACT PLANCHECK DO
ACT PLAN CHECK DO
ACT PLAN CHECK DO
ACT PLAN CHECK D O
ACT PLAN CHECK DO
ACT PLAN CHECK D O
ACT PLAN CHECK DO
ACT PLAN CHECK D O
CHECK DO
CHECK DO
For each step:
• Define what you expect to happen
Current • Observe what actually happens
Condition • Reflect and adjust if necessary
A PDCA cycle may take only minutes. Suppose we decide,
in pursuit of a target condition, to move some work
elements from one operator to another.
We take that step, observe that the outcome is not what we
expected, but then recognize something else that could
generate the desired effect. That was a PDCA cycle.
P D C A C ycle s
35How does the Coaching Kata work and provide Motivation?
USE THESE TWO ROUTINES TO TEACH AND
FOSTER SYSTEMATIC, SCIENTIFIC ITERATION
The 5 PDCA
Questions Cycles
Record
COACH LEARNER
The Five Coaching Kata The PDCA Cycles Record is a tool
Questions echo the scientific for conducting series of
process. How to use them is experiments against obstacles,
described in the next part of one obstacle at a time. How to
this Handbook. use it is described in this chapter.
© Mike Rother / Impro vement Kata Handbo o k Iterate T o ward the T arget Co nditio n 30Which management pattern do we need to establish
to enable self motivation?
•
s- D x A x M
People are self motivated if they ...
are Able to do it,
Want to do it... and
Allowed to do it.
Success = Direction x Ability x Motivation
© 2014 Tilo Schwarz
Inspired b.y:.._
Toshio. Hofikiri - .LERNZONE.com -
38Able to do it...
People only learn 10% from offline-training. To increase problem
solving ability we must train the lmprovement-Kata on the job.
1 2 3 4
Understa Grasp the Establish PDCA
nd the Current Next Toward
Direction Condition Target Target
Target
Condition
Condti
Condition
?!
on
Vital behavior #3: The Coaching-KATA is the corresponding management-
pattern to deliberately train the improvement-KATA and Motivate on the job .
© 2014 Brandon Brown Tilo Schwarz 3 9ITʼS A “SEE-COMPARE-INSTRUCT”
PATTERN OF COACHING
SEE - Try to understand how the Learner is thinking
1 (Coach is in an observing / questioning / listening mode)
COMPARE - Compare this to the desired pattern -- “the
2 corridor” -- specified by the Improvement Kata
(Coach is in a judging mode)
INSTRUCT - Introduce a course adjustment if necessary
3 (Coach is in an instructing or guiding mode)
The SEE-COMPARE-
INSTRUCT pattern
can be repeated
several times within
one coaching cycle
© Mike Rother / Impro vement Kata Handbo o k Co aching Kata - Part 1 45ASK YOURSELF THIS QUESTION
AFTER EACH EXPERIMENT
What is now preventing
the operators in the
process from being able
to work according to the
target condition?
This perspective will keep you focused on the work process
and help you work together with the process team.
© Mike Rother / Impro vement Kata Handbo o k Iterate T o ward the T arget Co nditio n 59Want to do it...
If we want continuos improvement towards the challenges
we have to make sure, they have priority.
Q: How do we manage in a crisis situation?
A: Insist on getting a daily status report!
Translation : If something is really important management asks for it on a daily basis.
If improvement does not match the priority of a crisis, then daily business will
win ...
and we will soon have a crisis!
Daily apply the Coaching-Kata, on all management levels.
© 2014 Tilo Schwarz
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42Allowed to do it...
Be careful! It is about how we apply the
Coaching-KATA!
If you want a self driven Motivated continuous improvement process truly give control.
If you don't really mean it people will recognize soon- and stop!
© 2014 Tilo Schwarz
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . LERNZONE.com -
43The 3 vital behaviors for making continuos
improvement part of the Culture!
Give direction
Create a constant improvement pull.
Install the pull of the Vision & Challenge and review
the Challenge at the end of each business quarter.
Increase problem solving abilitv
Always use the lmprovement-Kata when working on a problem .
Enable self-motivation
Want to...set priority on improvement,
Able to...train everybody in using the
Improvement -Kala, Allowed to...truly give
control.
Daily coach people's work on the challenges with the
Coaching-Kata on all levels. © 2014 Tilo Schwarz
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44
-Final Thoughts…
“We need leadership that understands
the importance of planting orange trees,
not management that quenches the last
juice from picked oranges."
© 2014 Tilo Schw
45THANK YOU!
Brandon Brown, P. E.
brandon.brown@w3groupllc.com
479-856-1919
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