toyota kata - vagen till standig forbattring responsive 2014-03-13

8/15/2019 Toyota Kata - Vagen Till Standig Forbattring Responsive 2014-03-13

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Vägen till ständig förbättring

Linköping 2014-03-13

[email protected]

@hakanforss

http://hakanforss.wordpress.com

/

http://hakanforss.wordpress.com/http://hakanforss.wordpress.com/http://hakanforss.wordpress.com/


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“We are what we repeatedly do.Excellence, then, is not an act ,

but a habit.”

Aristotle


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Håkan Forss

Lean/Agile Coach

@hakanforss


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Agile/Scrum/XP


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Planning Phase

Understand

Direction

Grasp Current

Condition

Executing Phase

Set the Next

TargetCondition

Iterate toward

TargetCondition

Repeat


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Improvements are experiments


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Puff


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Oh, I did NOT

expect that!


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The sound of learning


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Hypothesis

Prediction

Experiment

Observation

Learning


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Expect at least 50% of the

experiments will not give the

expected result

This is when we REALLY learn!


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What is a Kata?


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What is a Kata?Synthesizing thought and

behavior in skillful action;

the metacognition of

reflection in action


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Wax on, wax off


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Create ”muscle memory”

for continuous improvements


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Let’s do an experiment!


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Cross your arms


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Now cross them the other way


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We need to rewire our brains for

continuous improvements


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Vision

Current

Condition

Target

Condition

Challenge

Target

Condition

Target

Condition

Target

Condition


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The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html


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The Vision

“A goal is not always meant to be

reached, it often serves simply as

something to aim at”

Bruce Lee


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The Vision

Process focused

Not outcome focusedNot a business or company vision


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Toyota’s Vision for Its

Production OperationsZero defects100 percent value added

One-piece flow, in sequence, ondemand

Security for people (no injuries)


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Software development

Vision exampleZero defects, in production

100 percent value added

Highest value first, on demandSecurity for people (no injuries)


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Get out of the corner office


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What to collect

Data and facts, not gut feel

Process description (Value Stream Map)

Process metrics

Outcome metrics


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Process metrics•The period required to complete an item, or task fromstart to finish in one part of the process

Cycle time

•The amount of items, or tasks currently in one processstep

Work-In-Process

•The amount of items, or tasks currently in a queue in theprocess

Queue size

•The duration of a process cycle, at what pace/cadence theprocess should run

Iteration length, Takttime

•The number of defectsDefects


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Outcome metrics• The time to complete an item, or task from start

of the process all the way to the end of theprocess

Lead-time

• The number of items, or tasks completed in aperiod of timeThroughput

• The quality of the product you produceQuality


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Our next target

condition is…


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Beyond the knowledge

threshold


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Put a square peg in a

round hole


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Setting a target condition

Hypothesis on the journey towardsthe next Challenge and Vision

Based on your business strategy and

model for process improvementFollow the Goldilocks rule

Not too hard, Not too easy, Just Right


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Current

Condition

Target

Condition

Challenge

Target

Condition

Target

Condition

Target

Condition


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Current

Condition

Challenge


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Target Condition examples

All work visible

Lead time 60 days (from 80 days)

Work-in-process 15 (from 20)

Deploy to production every 2 weeksSpecification by Example is used for 80% ofthe features


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The Improvement Kata Handbook is Copyright © 2012 by Mike Rother

http://www-personal.umich.edu/~mrother/Materials_to_Download.html


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Learning


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Target Condition

Current Condition


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Target Condition

Current Condition


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Target Condition

Current Condition


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Target Condition

Current Condition


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Target Condition

Current Condition


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Target Condition

Current Condition


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Target Condition

Current Condition


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Target Condition

Current Condition


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Target Condition

Current Condition


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Focus process Challenge

Target ConditionAchieve by:_________

Actual Condition PDCA Cycle Records

Obstacle parking lot

1 2 3 4


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Focus process Challenge

Target ConditionAchieve by:_________

Actual Condition PDCA Cycle Records

Obstacle parking lot

4

3

4


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Toyota Kata summary

Improvements are experiments

Creates organization ”muscle memory” for

continuous improvements

Familiar routines, as you probe through theunknown


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At Target

Condition?

No

Yes or > Date

Planning Phase Executing Phase


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Rocks !!

Your treasure map to


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Your treasure map to

Toyota Kata!

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http://www-personal.umich.edu/~mrother/Homepage.html

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