the challenge of developing lean management · © mikerother toyota kata mike rother, stuttgart,...

© Mike Rother Toyota Kata

Mike Rother, Stuttgart, November 2015

DEVELOPING LEAN MANAGEMENT

The Challenge of

• Developing a culture that teaches and drives scientific thinking... to achieve goals (large & small).

• Managing the skills to create something new.

© Mike Rother Toyota Kata2

CopyrightInformation

You may use any slides from this presentation, which are copyrighted under a Creative Commons Attribution license. The only requirement is to note the source on eachslide you use, for instance by including “By Mike Rother” somewhere on the slide.


Toyota practices consistent routines of Leadership and Management that help mantain an entrepreneurial spirit in the organization...

LONG-TERM ORGANIZATION SURVIVAL(A traditional Toyota illustration)

...well beyond the tenure when other organizations may turn into status-quo maintainers.

Manager

Associate


LET'S START WITHSOME BACKGROUND

1. What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and adaptation?

2. How can other companies develop similar routines and thinking in their organizations?

The TK Research (2004 - 2009)-- Two Questions --




Two Questions:

FIRST QUESTION


THE IMPROVEMENT KATA MODELKata1 (方) – Suffix Meaning "Way of Doing"

We found a common, scientific pattern of thinking and behavior in Toyota managers' approach -- their 'Way of Improving' -- and depicted it with a four-step model we named the “Improvement Kata.”

Conduct Experimentsto get thereGrasp the

CurrentCondition

Establish your Next

TargetCondition

Get the Direction orChallenge

1

2

3

4


Important point: Toyota's success has come from striving scientifically for all sorts of challenging goals, not just from "eliminating waste" for greater efficiency.

A WAY OF IMPROVING

Conduct Experimentsto get thereGrasp the

CurrentCondition

Establish your Next

TargetCondition

Get the Direction orChallenge

1

2

3

4

The IK pattern is similar to other models of the human creative, scientific process: Systems thinking,learning organization, design thinking,creative thinking, solution focusedpractice, preferred futuring, skillsof inquiry, evidence-basedlearning.


THERE'S ALSO A COACHING KATAA way of coaching. Toyota's Master-Apprentice style

teaching approach is like training in sports and music.

Together the Improvement Kata and Coaching Katamake up a management approach

Learner

Coach(Manager)

8


IT'S ABOUT DEVELOPING CAPABILITYToyota managers teach their people a scientific mindset -- a Meta Skill -- that can be applied to any objective, thereby creating an effective, shared way of working throughout the organization.

Once an organization has such capability, you can introduce nearly any challenge.


BENEFITS / ADVANTAGES(1) Strategic Challenge

(2) Effective way of working toward it

The Improvement Kata + Coaching Kata management approach is well suited to dealing with challenging goals in complex, dynamic systems, which by their nature involve finding our way along unpredictable paths through a systematic process of discovery and adjustment. It's a management system for developing people to meet challenges, or, scientific thinking applied in business.

Toyota's approach also makes it more successful at moving decision-making closer to where the action is (empowerment). If people in an organization are expected to make decisions and navigate rapidly at their level, rather than waiting to be told what to do, they should be taught effective skills for how to do that navigating.

Moltke the Elder


BUT THERE IS A PROBLEMNo matter how good it is, just explaining a modeldoesn't generate new ways of thinking and acting.Hoping to create different behavior by explaining

or trying to convince generally doesn't work.




Two Questions:

THIS BRINGS US TOTHE SECOND QUESTION


OurOrganization

Toyota'sWay

(The Pros)

13

THIS DOESN'T WORK

• We don't behave a certain way because we lack information. We behave one way or another because it's a habit.

• Changing means deliberately practicing a different routine, which over time changes how you think.

• But you wouldn't try to run 20 miles at the start. You begin with some starter practice routines, to help you learn fundamentals and build some initial confidence in the new skill you're trying to learn.


Toyota'sWay

14

DEVELOPING YOUR OWN WAYBegin with some basic practice routines to learn some

fundamental skills, then evolve to suit your organizationas proficiency is developed

OurOrganization's

Way

Expert

Proficient

Competent

Advanced Beginner

NoviceEach person may start at a different point and advance at different rates.


VIDEO – How Skill Development Works

https://www.youtube.com/watch?v=cfAQ8oJIGoAAvailable on the IK/CK YouTube Channel


Kata are also basic practice routines that help you adoptnew ways of acting and thinking.

THE ROLE OF PRACTICE ROUTINESKata2 (型 or 形) – Meaning "Form"

This is where brainscience comes in


STARTER KATA

Practice routines are a

way to begin to operationalize the IK pattern

Kata2 (型 or 形)

The Improvement

Kata model

Kata1 (方)

There are basic practice routines, or Starter Kata, for each step of the IK model and for coaching, to help Learners get fundamental skills and operationalize the model. They're a starting point for any individual, team or organization who would like to develop a more scientific mindset and approach.


THE IK & CK PRACTICE GUIDEThis is where you'll find Instructions for each Starter Kata

(Free on the Toyota Kata Website)


Five Coaching Kata Questions

Run Charts

Learner's Storyboard

Obstacles Parking Lot

PDCA Cycles Record

Coaching Cycle

19

Challenge

CurrentCondition Analysis

TargetConditionDefinitio

n

BlockDiagram

COACH

LEARNER


(1) FOLLOW: Start by repeating each practice routine without modification, so you can absorb its fundamental pattern.

(2) DETACH: Once the basic patterns get habitual and you understand the 'why' behind them, you'll start to adapt them.

HOW LONG DO YOU PRACTICE RELIGIOUSLY?

20

(3) FLUENCY: At this stage your actions become natural. You can create your own approaches to fit different circumstances, while sticking to basic underlying principles.

Real practice doesn't pass through such discrete stages,but they are a useful way to depict your progression

Two error modes


Visible

LessVisible

Your existing methods, practices and tools

A systematic, scientific way of thinking and acting

BECAUSE IT'S ABOUT SCIENTIFIC-THINKING FUNDAMENTALS, IK/CK PLAYS WELL WITH OTHERS

It's a FOUNDATION that makes yourways of working more effective


Learner

Coach(Manager)

The Coach (Manager) is dependent on the Learners, who are close to the action.

The only thing the Coach can do is give proceduralguidance.

BTW, HERE'S WHAT'S REALLY HAPPENING(It's actually the reverse of the Toyota illustration)

By Gerd Aulingerand Mike Rother


1. The manager doesn't play, and...2. The manager doesn't know what

will happen in the game

The best a manager can do is give challenges and teach how to play, via procedural guidance as the Learner practices


Scientific Thinking Pattern+

Deliberate Practice (Kata)

Making Scientific Thinking a Skillthat Can be Learned by Anyone

WHAT THE IMPROVEMENT KATAAND COACHING KATA ARE ABOUT




Making Scientific Thinking a Skillthat Can be Learned by Anyone


IMPROVEMENT BASED ON“ELIMINATE WASTE” IS TOO UNSCIENTIFIC

The elimination of waste at Toyota is morean outcome of pursuing a particular goal


ASK 5 PEOPLE WHAT TO IMPROVE,GET 5 DIFFERENT ANSWERS

Each according to their perspective, beliefs & bias

= Observed Wastes,Problems, Opportunities

This seemsimportant!This seems

interesting

There's always too much to do, and by

random choices we get nowhere

Illustration by Teemu Toivonen

We have limited time and resources for improvement!


YOU NEED A TARGET CONDITION

Thingswe HAVE

to do

Thingswe

CAN do

What do you want to achieve?


THAT TAKES SOME ANALYSIS & PLANNING✓ ✓

NEXT TARGET CONDITION

✓


SO NOW WE CAN GET GOING, RIGHT?

Team's Action Plan

We know the overall direction or challenge,where we are now and our next Target Condition.

It’s time to make a plan for how to get there!


SO NOW WE CAN GET GOING, RIGHT?

Team's Action Plan

Well, not quite...

We know the overall direction or challenge,where we are now and our next Target Condition.

It’s time to make a plan for how to get there!


• I’ll roll a die three (3) times and sum the numbers.• The sum will be a number between 3 and 18.

THE DICE EXPERIMENT

Before I roll, please write your answer to:

What will be the sum of the 3 rolls?


Those of you who wrote down the incorrect sum...

How do you feel?


Not so bad,it’s just chance


QUESTION #2

What will be the next number in this series?

Please write down your answer

2, 4, 6, 8, 10, 12, ?


ANSWER

2, 4, 6, 8, 10, 12, 2


ANSWER

Those of you who wrote downthe incorrect number...

How do you feel this time?

2, 4, 6, 8, 10, 12, 2


Hey!


What was differentabout these two scenarios?


DIFFERENCE BETWEEN THE SCENARIOSHow easy or hard it is to spot the Current Knowledge Threshold

• In Round 1 with the dice, it was easy to seethat we didn’t know what the outcome would be.

• In Round 2 the knowledge threshold was moredifficult to see. We thought we knew the answer,so we went over the threshold & answered.

What would be a good answer in both rounds?

Why don’t we say that?

Yet in both rounds the knowledge threshold was the same: We had no facts beyond the initial setup

Predictable Zone

CurrentKnowledgeThreshold

2, 4, 6, 8, 10, 12


CurrentKnowledgeThreshold

OUR BRAIN FILLS IN THE BLANKS(automatically)

WHY WE GO THROUGHKNOWLEDGE THRESHOLDS


IUMRING TQ GQNGIUSIQNS

READ WHAT YOU SEE



We don't notice the Knowledge Threshold because our brain automatically fills in the blanks


Ca y urea t is?

WE NEED THIS COGNITIVE MECHANISMTO GET THROUGH THE DAY

But it also causes problemsWe don't notice our knowledge thresholds, we

feel quite sure and then we make faulty decisions


Key points about Knowledge Thresholds:

1) They're hard to see (until you practice it)and we tend to go right through them

2) We see farther by experimenting

3) We don’t know in advance what theresult of a step/experiment will be

The Knowledge Threshold is our Learning Edge.It's where the next experiment should take place.

THERE'S ALWAYS A KNOWLEDGE THRESHOLD

The path is unpredictable


THE CORE DYNAMIC OF SCIENTIFIC THINKING

Scientific thinking is a routine of intentional coordination between what we think will happen, what actually happens, and adjusting based on what we learn from the difference.

"Let's try it and see"

What weexpect

to happen

Whatactually

happenedLearning

This is a thinking & working pattern that allows us toreach challenging new goals through unclear territory

How to Handle Knowledge Thresholds


IT'S THE SCIENTIFIC LEARNING CYCLE

This cycle gives you a practical way to reach a Target Condition, by providing a systematic way of working through the grey zone between here and there

A process for acquiring new knowledge.Sometimes called "Plan-Do-Check-Act"

49

PREDICTIONTestable

ACTIONConduct theexperiment

EVALUATEInterpret theevidence

EVIDENCECollect facts and data

PLAN

DO

1

23

4

CHECK(Study)

ACT


YOU STRIVE TOWARD THE TARGET CONDITION THROUGH ITERATIVE LEARNING

NextTarget

Condition(date)

Current Condition

50

Zone of

Uncertainty

YOU DO NOT KNOW HOW

TO GET FROM HERE TO THERE!

Small, rapid experiments advance your knowledge quickly,moving you away from what doesn't work to what does


THE IK IS A GREAT MODEL, SO LET’S GO!

The Scientific IK Pattern:

...suits complex, dynamic conditions!

...makes empowerment possible!

✓ ✓ ✓ ✓


But wait, there’s that problem…

The Scientific IK Pattern:

...suits complex, dynamic conditions!

...makes empowerment possible!

✓ ✓ ✓ ✓

THE IK IS A GREAT MODEL, SO LET’S GO!




Problem:A model alone is not enough to change our behavior and thinking


Born

ScientificThinking

Learned through Practice

Well... it goes away!

It's not our default modeas adults. Adults are bad at scientific thinking, due to those natural, unconscious mental mechanisms.


WHAT DOES IT TAKETO CHANGE OUR THINKING?

• Get a piece of paper and a pen• Start when I say “go”• Sign your name 5 times normally• When you are finished raise your hand


LET’S TRY JUST ONE CHANGE, MUCHSMALLER THAN CHANGING ORG CULTURE

• Change hands, to non-dominant

• Start when I say “go”

• Sign your name 5 times again

• Raise your hand when you are finished


HOW DID IT FEEL THE SECOND TIMECOMPARED TO THE FIRST?


DeliberateThinking

58

WHY THE SECOND TIMEFEELS ODD

Unconscious thinking is fast and instinctive, while deliberate thinking is slow and intentional. It costs a lot of our energy and attention.

The brain creates and prefers unconscious habits for efficiency & safety. They help get us through the day by taking care of routine decisions & conserving brain energy.

You have to consciously thinkabout it and be more deliberate

Pathways withlow signal resistance

Pathways withhigh signal resistance

TrainedSynapses

UntrainedSynapses


SO WE HAVE A LEAN DILEMMA

• “Different”• “Difficult”• “Weird”• “Uncomfortable”

• We have well-established neural pathways for signing with our dominant hand. It’s automatic, fast & comfortable.

• We default to already-established thought and behavior patterns because they conserve mental resources.

1. We want to change to working scientifically, according to something like the Improvement Kata pattern.

2. We naturally tend to stick with our current ways of doing things because they use existing neural circuits that require less energy.

-- however --

How did it feelthe second time?


j

k

60

COACHING

DAILYPRACTICE

MASTERY

KATA l

m

4 INGREDIENTS FOR DEVELOPING NEW SKILLSWith these ingredients you can start to rewire

your brain & acquire new skills and habits

Corrective feedbackto ensure the Learner practices the right patterns

Feeling that:"I'm getting better at this"

Structured routines so a beginner can practice

fundamentals


DAILY PRACTICE

If we only periodically conduct training events or only episodically work on improvement -- and the rest of the

time itʼs business as usual -- then according to neuroscience what weʼre actually teaching is business as usual.

So the coaches should be line managers,because they are there every day


COACHINGBecause "Practice Makes Permanent"

The Coach (manager) provides corrective inputs to ensurethat the Learner practices the new routines the right way

Before they can coach the Improvement Kata, managers need to practice the Improvement Kata themselves


The Learner should practice beyond their current capabilityand periodically get a sense they are making progress

in learning the new skill

MASTERY / SENSE OF PROGRESS


KATA (型 or 形)STARTER PRACTICE ROUTINES

These are basic drills to change the brain's existing habits.You use Kata at the beginning, until their patternbecomes a new habit that leaves you with new abilities.


KATA TO GET YOU STARTED

Beginners should follow Kata exactly.

With increasing proficiency each Learner can start to (within limits) develop their own style.

Similarly, over time each organization can evolve the Kata it began with to better suit and mesh with its culture.

The original Kata evolve into organization-specific practice routines.

KATA

65


The Challengeof Creating

Lean Management

The goal of this presentation is tohelp make us aware of what is the task

The Improvement Kata and Coaching Kata help withthis task and integrate well with existing methods.


SHIFT TO “21ST CENTURY LEAN”


Best wishesfor your practice

Visit the Toyota Kata Website


IT'S A SKILL FOR EVERYONE

What weexpect

to happen

Whatactually

happenedLearning


Kata in the Classroom - for Teacherswww.katatogrow.com

Introducing the scientific pattern ofthe Improvement Kata in K-12 classrooms

the challenge of developing lean management · © mikerother toyota kata mike rother, stuttgart,...

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