Improvement Kata & Coaching Kata Experience
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It’s All About The People
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For this exercise we'll build this 15-piece puzzleseveral times and practice the Improvement Pattern
Improvement Kata & Coaching Kata Experience
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1. Take the puzzle out of the bag and study the picture for 30 seconds2. Remove the puzzle pieces from the frame, place them upside down
on the table3. Put the frame back in the bag
Do the entire exercise without thepuzzle framePut the Frame Aside
GETTING STARTED
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LET’S PRACTICE• All team members should participate• Get your stopwatch app ready
• Identify one team member to start and stop the timer at the beginning and end of the cycle
• We’ll run four rounds of practice• Track time on Current Condition sheet
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(1) START Position- Puzzle pieces shuffled in random order – rule #1- Pieces face down in one stack – rule #2- Hands flat on the table- No talking, you're ready to go
(2) All Teams Start Together- Instructor calls "START"- Build the puzzle (talking allowed)
(3) Don't Write on the Puzzle – rule #3
(4) Puzzle Pieces must Remain Face Down Until Timer Starts – rule #4
(5) Go!!!
LET’S PRACTICE
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Make Improvements!
• Between rounds 2, 3, and 4, please discuss improvement options as a team
• Choose as many improvements as you want to make each round
• Run rounds 2, 3, and 4• After each round, document your build time on the
Current Condition sheet• After round 4, write down how you built the puzzle,
i.e., Who did what task, in what order
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Improvement Kata & Coaching KataNow we begin………
Conduct Experimentsto get there
(PDCA)
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
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TRAINING PURPOSE
• Use a classroom instruction and a simulation to teach you the patterns for improvement & coaching
• Present, practice, discuss - repeats• Increase awareness• Hopefully…..you’ll want to know more!
The purpose of this training is to teach a basic understanding of the Improvement Kata and Coaching Kata. “A systematic routine for developing
people, improving processes, and achieving business results.”
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Any complex performance requires skill.
• We develop new skill through practice.
• Long time-gaps between practice sessions isn’t effective for learning. Daily is a good frequency.
• We need correction (Coaching). We are not good at self-feedback to understand where we are deviating from good practice.
ABOUT SKILL-DEVELOPMENT
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Let's go through the 4 steps of the Improvement Kata
GETTING STARTED
Conduct Experimentsto get there
(PDCA)
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
1
2
3
4Coach
11© Mike Rother Scott Wade Simmons & Associates, LLC Copyright 2018
Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
1
STEP 1:UNDERSTAND THE DIRECTION
Coach
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Step 1:Understand the Direction• Define and document the overarching Challenge
• We need alignment. Start with the business objectives and cascade downward.
• How and where does your department affect those objectives?
• Define and document the Challenge for your department to strive toward.
• Challenge “by” dates are usually 9 months to 3 years out. You won’t achieve your Challenge right away.
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Step 1:Understand the Direction - Puzzle
Your Challenge“Complete puzzle within Planned Cycle Time
with 2 people by the end of class”
Focus Process: Challenge:
Target ConditionAchieve by:
Current Condition
*Take 2 minutes and update your story board with Focus Process and Challenge
Your Focus Process is: “Puzzle Build”
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Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
STEP 2:GRASP THE CURRENT CONDITION
2Coach
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CC: Process Analysis Pattern
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Net Available TimeAmount of time available in a defined period minus any scheduled breaks, meetings, or other planned downtimeDemandWhat the customer wants in the same defined period of time Planned Cycle Time85% of Takt Time (creates a buffer for unplanned variables)Example: Takt Time = 24780 seconds/300 scopes = 83 secondsPlanned Cycle Time = 83 seconds x 0.85 = 71 seconds
Takt Time =Time Available
Customer DemandTAKT TIME
Your: TT = 15 secondsPc/t = 13 seconds
Note: In cases when you can't calculate a takt time, you can still set a Designed Takt Time. Simply ask yourself:
“How often do we want this task to be happening?”
This demand model can be good enough for starting.
*Take 1 minute and update your story board
Add to your Challenge Section
STEP 2 PACE
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• Get to know the process by sketching it (Block Diagram)
- Show where the people are in the steps- Define the batch sizes at the processing steps?
- Identify where Work In Process (WIP) accumulates
DOCUMENT CURRENT PROCESS
Process Name
Process Name
Process Name
Process Name
Your Process (Block Diagram)
People
WIP
1-2 pcsBatch sizes
• Note other details about the current operating pattern- These are not issues seen as good or bad, right or wrong.- They simply describe aspects of the current work pattern.
- Operator leaves work station every 10th part to replenish inventory- Station 3 made 3 defects out of 50 partsOther Details
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- Identify & document the process steps in sequence
Focus Process: Challenge:
Target ConditionAchieve by:
Current Condition
LET'S DOCUMENT CURRENT CONDITION
Pace = 42 sec
*Take 10 minutes and update your story board
1. Document the operating pattern from round 42. Note the elapsed time as your pace
Complete puzzle within Planned Cycle Time with 2 people by the end of class (TT = 15 sec
Pc/t = 13 sec)
Puzzle Build
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Everyone grabbedPieces from the Stack & flipped
AssembledIn a free For all
• Op 4 quit working – got too crazy
• Joe stood during the assembly process
15
You are here
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Six Coaching Questions:
1. What are you trying to achieve?2. Where are you now?(Relates to Current Condition, Process Analysis step)3. What was your last step? What did you expect? What actually happened? What did you learn?4. What is your next step, and what do you expect?5. Is there anything currently in your way of taking this step?6. How quickly can we see what you’ve learned from taking that step?
Coaching Question:
What is the purpose of a coach?
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http://www.youtube.com/watch?v=5c_onhzgvcYhttp://www.youtube.com/watch?v=5c_onhzgvcY
Coaching
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Let's Practice
• Volunteers needed:• Coach• Learner
• Go to your story board and practice 2 rounds of coaching
• 2 Coach/Learner pairs
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10 minute
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Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
STEP 3:ESTABLISH YOUR NEXT TARGET CONDITION
3
What operating pattern and puzzle build time does your team want to reach in this class period?
Coach
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Target Condition • Describes a desired future state operating pattern. It is a well-informed
hypothesis: “If we operate in this way, we will achieve these results.”• It is a description of how we need to operate, NOT how we get there.
• Once you achieve your Target Condition, then it becomes your new Current Condition
26
© Mike Rother
Scott Wade Simmons & Associates, LLC Copyright 2018
Target Condition vs Target
• Target Condition:• Describes an operating
pattern that includes:• Steps & sequence• Operators• Inventory (WIP)• People• Batch size• Characteristics• Goal or result
• Target:• Goal or result• Desired outcome• Score
Scott Wade Simmons & Associates, LLC Copyright 2018 27© Mike Rother
Pace = 32 sec
- Push together to connect puzzle
Pace = 32 sec
Take 1/3stack, flip,& assembleleft side
Take 1/3stack, flip,& assemblemiddle
Take 1/3stack, flip,& assembleright side
• The Target Condition is your next goal on the way to the Challenge. It will take several Target Conditions to achieve your Challenge.
• You won't know in advance exactly how you will achieve a Target Condition. That's normal and expected. If you do know, please just do it!
• Your team will have to experiment to achieve the Target Condition!
• We don’t want to change our Target Condition, but we can add to it.
KEY POINTS ABOUT:ESTABLISHING YOUR NEXT TARGET CONDITION
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Target Condition Pattern
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Scott Wade Simmons & Associates, LLC Copyright 2018
Focus Process: Challenge:
Target ConditionAchieve by: Today, [x]pm
Current Condition
DOCUMENT YOUR TARGET CONDITION OPERATING PATTERN
- Push together to connect puzzle- Everyone stands
Pace = 32 sec
STEP 3:ESTABLISH YOUR NEXT TARGET CONDITION
*Take 10 minutes and Create your Target Condition
1. Document the new operating pattern2. Note the pace you are striving for
NOTE: No practicing building the puzzle to create the Target Condition. Remember we don’t know how we are going achieve it, it describes how we need to operate working towards the Challenge!
Complete puzzle within Planned Cycle Time with 2 people by the end of class
Puzzle Build
(TT = 15 sec Pc/t = 13 sec)
Take 1/3stack, flip,& assembleleft side
Take 1/3stack, flip,& assemblemiddle
Take 1/3stack, flip,& assembleright side
30
Pace = 42 sec
Scott Wade Simmons & Associates, LLC Copyright 2018
AssembledIn a free For all
• Op 4 quit working – got too crazy
• Joe stood during the assembly process
15
15
Everyone grabbedPieces from the Stack & flipped
Obstacles• Obstacles prevent us from achieving our target condition
• Overcoming obstacles means we have developed solutions to problems
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Apollo 13 Oxygen Tank Redesign
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Time for a Coaching Cycle!
Learner's Storyboard
Learner1st Coach2nd Coach
Practices the IK
Practices theCoaching Kata
Coachesthe 1stCoach
33© Mike Rother Scott Wade Simmons & Associates, LLC Copyright 2018
Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
STEP 4:PDCA TOWARDS THE TARGET CONDITION
4Coach
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PDCA• Plan Do Check Adjust/Act
• Small daily steps to reach your Target Condition
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• Guidelines:• Identify obstacles found through running experiments
• Select one to work on • Use the PDCA Cycle Record to document• Be Specific about your step
PDCA
Remember we’re
Scientists
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PDCA Cycles Record
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PDCA CYCLES RECORDObstacle:
Date, step & metric What do we expect? What happened What we learned
Learner:Process:
Coach:
(Each row = one experiment)
Do a
Coac
hing C
ycle
Cond
uct th
e Exp
erime
nt
© Mike Rother
PDCA CYCLES RECORD
Obstacle:
Date, step & metric
What do we expect?
What happened
What we learned
Learner:
Process:
Coach:
(Each row = one experiment)
Do a Coaching Cycle
Conduct the Experiment
Planning Your Next Experiment
Scott Wade Simmons & Associates, LLC Copyright 2018 38
PDCA CYCLES RECORDObstacle:
Date, step & metric What do we expect? What happened What we learned
Learner:Process:
Coach:
(Each row = one experiment)
Do a
Coac
hing C
ycle
Cond
uct th
e Exp
erime
nt
Before each round, Fill out your PDCA Cycles Record
Write down your step (be specific) and what you expect
© Mike Rother
PDCA CYCLES RECORD
Obstacle:
Date, step & metric
What do we expect?
What happened
What we learned
Learner:
Process:
Coach:
(Each row = one experiment)
Do a Coaching Cycle
Conduct the Experiment
Sequence of PDCA Cycles Record
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PDCA CYCLES RECORDObstacle:
Date, step & metric What do we expect? What happened What we learned
Learner:Process:
Coach:
(Each row = one experiment)
Do a C
oachin
g Cycle
Conduc
t the Ex
perime
nt1 2 3 4 67
58
1-2. Plan the experiment: Date, Proposed Step, how it will be measured, and predicted result (expectation).3. Go through a Coaching Cycle. 4. Conduct the experiment.5. Record the facts and data about what actually happened.6. Reflect on the outcome of the experiment by comparing the predicted results with the data. Summarize what was
learned.7-8. Propose the next experiment (see #1), based on what was learned in the last step.
© Mike Rother
Learner Steps Coach Step
PDCA CYCLES RECORD
Obstacle:
Date, step & metric
What do we expect?
What happened
What we learned
Learner:
Process:
Coach:
(Each row = one experiment)
Do a Coaching Cycle
Conduct the Experiment
You are now here
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PDCA CYCLES RECORDObstacle:
Date, step & metric What do we expect? What happened What we learned
Learner:Process:
Coach:
(Each row = one experiment)
Do a
Coa
chin
g Cy
cleCo
nduc
t the
Exp
erim
ent
PDCA CYCLES RECORD
Obstacle:
Date, step & metric
What do we expect?
What happened
What we learned
Learner:
Process:
Coach:
(Each row = one experiment)
Do a Coaching Cycle
Conduct the Experiment
Let’s incorporate the Coaching
pattern into your PDCA
experiments!
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PLANNING YOUR NEXT EXPERIMENT
Fill out your PDCA Cycle Record
Record This Step
1. Take 5 minutes to develop what you expect when you “Run to the Target Condition”2. Then, run your experiment! 3. Record your results, what you learned, and record your obstacles!4. Then, determine your next step and what you expect5. Do a Coaching Cycle
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PDCA CYCLES RECORDObstacle:
Date, step & metric What do we expect? What happened What we learned
Learner:Process:
Coach:
(Each row = one experiment)
Do a
Coac
hing C
ycle
Cond
uct t
he Ex
perim
ent
Run to the Target Condition
PDCA CYCLES RECORD
Obstacle:
Date, step & metric
What do we expect?
What happened
What we learned
Learner:
Process:
Coach:
(Each row = one experiment)
Do a Coaching Cycle
Conduct the Experiment
FINAL KEY POINTS1. Alignment through the Challenge
- No more “whack a mole” or “random acts of improvement”
2. The IK/CK is all about people developing critical problem solving skills. This is the primary result!3. Be a Learner first. Resist the urge to jump into the Coach role (trust me, you’re not ready).4. The Coaches role is to “teach the pattern of the IK and CK as we achieve extraordinary results”5. Follow the IK and CK pattern exactly, (for around a year).
Scott Wade Simmons & Associates, LLC Copyright 2018 44
Improvement Kata & Coaching Kata ExperienceIt’s All About The PeopleImprovement Kata & Coaching Kata ExperienceSlide Number 4LET’S PRACTICELET’S PRACTICEMake Improvements! Improvement Kata & Coaching KataSlide Number 9Slide Number 10Slide Number 11Slide Number 12Step 1:�Understand the DirectionStep 1:�Understand the Direction - PuzzleSlide Number 15CC: Process Analysis PatternSlide Number 17Slide Number 18Slide Number 19Slide Number 20Coaching Question:CoachingLet's Practice10 minuteSlide Number 25Target Condition Target Condition vs TargetSlide Number 28Target Condition PatternSlide Number 30ObstaclesSlide Number 32Time for a Coaching Cycle!Slide Number 34PDCASlide Number 36PDCA Cycles RecordPlanning Your Next ExperimentSequence of PDCA Cycles RecordSlide Number 40Slide Number 41Slide Number 42Slide Number 43Slide Number 44