improvement kata roles & structure
DESCRIPTION
Interpretation of the "Roles & Structure" chapter from Mike Rother's "Improvement Kata Handbook."TRANSCRIPT
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The Improvement Kata
Introduction, Roles & Structure
Version 1.1
1
Some Background
Companies exist to create value for their customers
Company Customer Goods
Services
2
Some Background
Aerojet is no different,
existing to create value for its customers
Aerojet Customer Y
Customer Z
Customer X
Product
B
…
Customer Customer
3
Some Background
The system that creates a particular type
of value in a company is called a value stream
Customer Suppliers
Value Stream
Customer Customer
4
Some Background
Value streams are comprised of processes
Customer Suppliers
Receiving Incoming
Inspection Assembly
Final
Inspection Shipping
Processes
5
Some Background
Inside each company, there are also value streams
that serve internal customers
Manufacturing
Drawing
Release Requisition
Approval
Purchase
Order Issue
Source
Inspection Receiving
6
Some Background
Hence processes can take on a variety of forms:
• Manufacturing
• Fabrication
• Assembly
• Test
• Inspection
• Service
• Transportation
• Stores
• Maintenance
• Office/Transactional
• Order Taking
• Purchasing
• Engineering
• etc. etc.
7
Some Background
One could consider a company to be a collection of
value streams providing value to various internal
and external customers
Company
Value Stream
Customer
Value Stream
Customer
Value Stream
Customer
Value Stream
Customer
8
Some Background
Similarly, one could look at a company as a
collection of processes
Company
Customer
Customer
Customer
Customer
Process Process Process
Process Process Process
Process Process Process
Process Process Process
9
Some Background
Ideally, the vision set by a company’s leadership
provides processes within the company a direction
in which improvements should move them
Process Process Process
Process Process Process
Process Process Process
Vision
Is NOT a “Mission Statement”
Is NOT a “Vision Statement”
IS specific & actionable
10
Some Background
In reality, companies tend to have a hard time connecting
process improvement to leadership’s vision.
Process change is driven by other low-level factors
Process Process Process
Process Process Process
Process Process Process
Vision
Not my job Build my
kingdom
Waste walk
Don’t want to
What
Vision?
Entropy
That won’t
work here
Sub-
optimizing
Manager
didn’t like it
11
Some Background
Process Process Process
Process Process Process
Process Process Process
Vision
The Improvement Kata (IK) is the key to moving
processes in the direction of leadership’s vision!
IK IK IK
IK IK IK
IK IK IK
Adapted from Mike Rother / Improvement Kata Handbook
12
Structure of the Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
First, understand the direction in which the process needs to improve
• How does leadership’s vision apply to this process?
• What is the challenge for this process to achieve?
• Value Stream Mapping is a great tool for setting challenges!
1
13
Structure of the Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
Then, deeply understand the current condition (CC) for the process
• Detailed process analysis is performed in order to develop this understanding
1 2
14
Structure of the Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
Next, establish a target condition (TC) describing how the process
should operate to move it toward its challenge
• This is a specific, actionable description of the desired pattern
1 2 3
15
Structure of the Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
Finally, use Plan-Do-Check-Act (PDCA) to perform small experiments
that move the process toward its target condition
• This will expose the unseen obstacles,
helping identify what needs to be worked on!
• Tools may be pulled into the process as needed
to overcome these obstacles (e.g. lean tools)
1 2 3 4
16
Structure of the Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
Another depiction of the Improvement Kata:
17
Structure of the Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
This cycle repeats continually, achieving and setting
new target conditions and challenges,
moving the process toward leadership’s vision
18
Structure of the Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
The Improvement Kata is used on key processes
at all levels of the company
It’s fractal!
19
The Improvement Kata
Key Process
Vision
Applied across the company, the IK looks like:
Adapted from Mike Rother / Improvement Kata Handbook
CC CC CC
CC
TC
Challenge
TC TC
TC
Obstacles Obstacles Obstacles
Obstacles
Key Process Key Process
Key Process
Challenge
Challenge
20
The Improvement Kata
For each key process, the Process Owner is responsible for
continuously improving their process using the Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
Vision
Process
Owner Process
Owner Process
Owner
Process
Owner
Key Process
CC CC CC
CC
TC
Challenge
TC TC
TC
Obstacles Obstacles Obstacles
Obstacles
Key Process Key Process
Key Process
Challenge
Challenge
21
The Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
There’s a lot to applying the Improvement Kata!
• Understanding the Direction
• Grasping the Current Condition
• Establishing a Target Conditions
• Effective use of PDCA
???!!!!
Process Owner
How does a process owner
learn all of this?!
22
The Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
They get a coach!!
Process Owner
= Learner
Coach
23
The Improvement Kata
Adapted from Mike Rother / Improvement Kata Handbook
Coaches are typically the person to which
the process owner reports
Consider this: Your boss is always teaching you something, whether consciously or not
• The Wrong Lessons: • Focus on making the metrics look good (versus on the process itself)
• Do what I say, don’t think for yourself
• Make conclusions based on assumptions and personal preference
• Protect my kingdom
• Gather information from your desk – no need to go and see
• A Good Lesson:
• Here’s how you apply
the Improvement Kata!
Learner Coach
Teaches x
24
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Here’s how it works:
Learner
We have a process, with its process owner / learner
25
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Here’s how it works:
Learner
The learner has a coach,
typically his supervisor / manager / director / VP
Coach
26
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Here’s how it works:
Learner
The learner directly observes the process to start gaining a deep
understanding of how it is truly operating – facts & data
Coach
Facts
& Data
27
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Here’s how it works:
Learner
The learner discusses the facts & data with the coach,
along with how they think the improvement kata should be applied
Coach
Facts
& Data
Facts & Data,
Next IK Step
28
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Here’s how it works:
Learner
The learner uses a storyboard at the process to communicate their
facts, data, and next step to their coach
Coach
Facts
& Data
Facts & Data,
Next IK Step
29
Roles & Structure
From Mike Rother / Improvement Kata Handbook
30
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Here’s how it works:
Learner
The coach provides the learner with feedback,
to help them learn and properly apply the IK.
The coach does not suggest solutions!!
Coach
Facts
& Data
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
31
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Here’s how it works:
Learner
The learner uses PDCA to conduct small experiments
that move the process toward its target condition
Coach
Facts
& Data
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
Improves through
PDCA
32
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Here’s how it works:
Learner
The cycle continues,
achieving and setting new target conditions and challenges.
IT NEVER STOPS…
Coach
Facts
& Data
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
Improves through
PDCA
33
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
The learner and the coach are interdependent,
relying on each other for process improvement
Pro
cess U
nd
ers
tan
din
g &
Im
pro
vem
en
t
TC
• Learner relies on coach to help
understand the Improvement
Kata
• Coach relies on learner to:
• come up with solutions
that improve the process
• help gain deep
understanding of the process
34
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
There are a couple supporting roles as well:
Learner
The team members that work in a process support the learner
by helping generate ideas to overcome obstacles
Coach
Facts,
Data,
& Ideas
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
Improves through
PDCA
Team Members
35
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
There are a couple supporting roles as well:
Learner
The 2nd coach, typically the coach’s manager / director / VP,
coaches the coach!
2nd Coach
Facts,
Data,
& Ideas
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
Improves through
PDCA
Team Members
Coach
36
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
There are a couple supporting roles as well:
Learner
The 2nd coach observes the coach/learner interaction, to evaluate how
well the coach is keeping the learner in the “improvement corridor”
2nd Coach
Facts,
Data,
& Ideas
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
Improves through
PDCA
Team Members
Coach
Observes
Coach/Learner
interaction
37
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
There are a couple supporting roles as well:
Learner
The 2nd coach provides the coach with feedback
on how to make their coaching more effective
2nd Coach
Facts,
Data,
& Ideas
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
Improves through
PDCA
Team Members
Coach
Observes
Coach/Learner
interaction
Feedback on
Coaching
38
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
A couple more details…
Learner
The learner/coach interaction is called a coaching cycle,
and should occur about fifteen minutes, every day, for optimal learning
2nd Coach
Facts,
Data,
& Ideas
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
Improves through
PDCA
Team Members
Coach
Observes
Coach/Learner
interaction
Feedback on
Coaching
Coaching cycle
39
Roles & Structure
Taken from Mike Rother / Improvement Kata Handbook
40
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
A couple more details…
Learner
The coach/2nd coach interaction is called 2nd coaching, and should
occur at least weekly to ensure proper process improvement
2nd Coach
Facts,
Data,
& Ideas
Facts & Data,
Next IK Step
IK Coaching,
NOT SOLUTIONS
Improves through
PDCA
Team Members
Coach
Observes
Coach/Learner
interaction
Feedback on
Coaching
2nd coaching
41
Roles & Structure
Adapted from Mike Rother / Improvement Kata Handbook
Learner: scientifically striving for the challenge using the IK. •Looking for cause-and-effect between steps taken and progress
toward the target condition
Coach: scientifically teaching the learner the IK • Looking for cause-and-effect between the learner’s approach
and progress toward the target condition
2nd Coach: scientifically helping the coach be more effective • Looking for cause-and-effect between the coach’s approach
and the learner’s development
42
A New Work Structure
Adapted from Mike Rother / Improvement Kata Handbook
Striving
and
Learning
The
Workday
Reacting
The goal is a new type of workday.
Improvement is not an occasional project,
but a normal part of every day
43
A New Work Structure
Adapted from Mike Rother / Improvement Kata Handbook
Typical Company Today
The
Workday
Reacting
Unfortunately, today most companies look more like this:
• Reacting to problems has become an accepted cultural norm
• The best “firefighters” are considered the most valued employees
44
A New Work Structure
Adapted from Mike Rother / Improvement Kata Handbook
The
Workday
Reacting
So how do we make
THIS look like THIS?
Striving
& Learning
The
Workday
Reacting
HOW?
Today Tomorrow
45
A New Work Structure
Adapted from Mike Rother / Improvement Kata Handbook
Practice!
w/ Coaching
Guidance
46
A New Work Structure
Adapted from Mike Rother / Improvement Kata Handbook
Correct practice makes perfect:
• slow
• difficult
• tentative
• fast
• effortless
• confident
47
A New Work Structure
Adapted from Mike Rother / Improvement Kata Handbook
As learners practice, the company transforms:
Practicing
the
Improvement
Kata
New
Mindset
&
Behavior
New
Organizational
Culture Teaches Develops
Striving
& Learning
The
Workday
Reacting
Aerojet Tomorrow
48
Any Thoughts?
Adapted from Mike Rother / Improvement Kata Handbook
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