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CREATING
LEAN
MANAGERS
By Mike Rother
August 2014
This presentation was created with assistance
from Joakim Hillberg and Pia Anhede
Thank you for the opportunity to share with you some things
we’re learning, at the August 2014 Michigan Lean Consortium
conference in Traverse City.
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© Mike Rother Toyota Kata
WHAT I’M FOCUSING ON TODAY
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© Mike Rother Toyota Kata
Toyota
THE TOYOTA KATA RESEARCH Kata
Website
2004 - 2009
Question 1:
If you study Toyota’s management system enough,
a common pattern of thinking and acting emerges,
which is evident at all levels inside the company.
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© Mike Rother Toyota Kata
THE IMPROVEMENT KATA MODEL
1 2 3 4
Understand Grasp the Establish the Iterate
the Direction Current Next Target Toward the
or Challenge Condition Condition Target Condition
TC
CC
Planning Executing
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THE IK PATTERN IS USED AT ALL LEVELS
The content of what is being worked on differs from area to area
and level to level, but the thinking pattern is the same
Understand Iterate
the Grasp the Establish the Toward the
Direction Current Next Target Target
(from level above) Condition Condition Condition
Organization
Level
Value Stream
Level
Value Stream
Loop Level
Process
Level
PLANNING EXECUTING
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PART I
* Scientific Thinking *
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LET’S LOOK AT
A WORK PROCESS
• In groups of 4
• Watch the video of the assembly
process. Each person watch one of
the 4 operators.
• Video will roll 5 minutes
• Record: What would you improve?
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THE FAUCET ASSEMBLY PROCESS
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ASK 5 PEOPLE WHAT TO IMPROVE,
GET 6 DIFFERENT ANSWERS
= Observed Wastes,
Problems, Opportunities
This seems
This seems important!
interesting
Things
we HAVE
to do
Things
we
CAN do
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© Mike Rother Toyota Kata
THAT TAKES SOME ANALYSIS & PLANNING
✓ ✓ ✓
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SO NOW WE CAN GET GOING, RIGHT?
We know the overall direction or challenge,
where we are now and our next target condition...
so it’s time to make an action plan!
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© Mike Rother Toyota Kata
Those of you who wrote down the
incorrect sum...
How do you feel?
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Not so bad,
it’s just chance
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© Mike Rother Toyota Kata
QUESTION #2
2, 4, 6, 8, 10, 12, ?
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ANSWER
2, 4, 6, 8, 10, 12, 2
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Hey!
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What was different
about these two scenarios?
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DIFFERENCE BETWEEN THE SCENARIOS
How easy or hard it is to spot the current knowledge threshold
• In Round 1 with the dice, it was easy to see
the we didn’t know what the outcome would be.
• In Round 2 the knowledge threshold was more
difficult to see. We thought we knew the answer,
so we went over the threshold & answered.
Yet in both rounds the knowledge threshold was the
same: There were no facts beyond the initial setup.
Predictable Zone
2, 4, 6, 8, 10, 12
Current
Knowledge
Threshold
Deciding in
advance how
we will get
there Voting adds no facts or data
“It ain't what you don't know that gets you into trouble.
It's what you know for sure that just ain't so.”
Attributed to Mark Twain, Will Rodgers, Satchel Paige,
Artemus Ward, Josh Billings & others
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THE THRESHOLD OF KNOWLEDGE
IS THE ‘LEARNING EDGE’
It’s where your next experiment should take place
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IT’S THE SCIENTIFIC LEARNING CYCLE
The scientific process of acquiring knowledge
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SMALL, RAPID EXPERIMENTS
ADVANCE OUR KNOWLEDGE QUICKLY
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© Mike Rother Toyota Kata
VIDEO - Working Iteratively
(3 minutes)
https://www.youtube.com/watch?v=COKqiFaHm1s
Also available on the IK/CK YouTube Channel
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© Mike Rother Toyota Kata
GREAT, LET’S GO!
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© Mike Rother Toyota Kata
PART II
Deliberate Practice
for *Developing*
Scientific Thinking
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LET’S LOOK AT THE SECOND
TK RESEARCH QUESTION
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Scientific
Thinking
Born? Learned
?
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© Mike Rother Toyota Kata
Scientific
Thinking
Born? Learned
We are notoriously bad
at scientific thinking, due
?
to natural, unconscious
mental mechanisms
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© Mike Rother Toyota Kata
Read what you see
IUMRING TQ
GQNGIUSIQNS
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© Mike Rother Toyota Kata
IUMRING TQ
GQNGIUSIQNS
Our brain automatically fills in
blanks, instead of saying to us
“Sorry, I don’t know yet”
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© Mike Rother Toyota Kata
SO WHAT WILL IT TAKE
FOR CHANGE TO HAPPEN?
• 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
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LET’S TRY JUST
A SMALL CHANGE
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HOW DID IT FEEL THE SECOND TIME
COMPARED TO THE FIRST?
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WE HAVE A LEAN DILEMMA
How did it feel • Why? Because we have well-established
the second time? neural pathways for signing with our
• “Different” dominant hand. It’s automatic, fast and
comfortable.
• “Difficult”
• “Weird” • We default to already-established
thought and behavior patterns because
• “Uncomfortable” they conserve mental resources.
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INFORMATION ALONE IS NOT ENOUGH
TO CHANGE BEHAVIOR AND THINKING
Theories, information and steps may all be correct, but
just knowing them is not likely to change behavior.
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© Mike Rother Toyota Kata
Scientific
Thinking
https://www.youtube.com/watch?v=ELpfYCZa87g
Also available on the IK/CK YouTube Channel
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© Mike Rother Toyota Kata
4 INGREDIENTS FOR ACQUIRING NEW SKILLS
Brain research is clear: To develop new habits you should
practice new routines and experience a progressive sense
of mastering them. The following ingredients help us
rewire our brain to acquire new skills and mindset.
k PRACTICE
COACHING
Corrective
l
Daily feedback
j KATA MASTERY
Overcoming
m
Structured practice obstacles
routines (beginner)
KATA:
• Are typically for learning “Let’s begin by
fundamentals, to build on. practicing it
• Are a way of transferring skills and this way for a
developing shared abilities and while.”
mindset in a team or organization.
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© Mike Rother Toyota Kata
1 KATA ARE LIKE
ROCKET ENGINES
They help you get started
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© Mike Rother Toyota Kata
THERE ARE PRACTICE ROUTINES FOR
EACH STEP OF THE IMPROVEMENT KATA
See the online Improvement Kata Handbook*
The scientific
pattern of the
Improvement
Kata model is
universal
Structured
practice routines
are a way to
begin to
operationalize
the IK pattern
* http://www-personal.umich.edu/~mrother/Materials_to_Download.html
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© Mike Rother Toyota Kata
2 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.
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© Mike Rother Toyota Kata
3 COACHING
Careful... Practice makes permanent
Left alone, a Learner may unknowingly practice existing habits.
The Coach (manager) provides corrective inputs to ensure that
the Learner practices the new routine the right way.
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© Mike Rother Toyota Kata
3 THE COACHING KATA
The Coaching Kata is a set of practice routines for
managers to use in teaching the Improvement
Kata pattern... through daily Coaching Cycles
Establish Iterate
Understand Grasp the
the Next Toward the Improvement
the Current Target Target Kata
Direction Condition Condition Condition
Learner
‘Executing’ Coaching
‘Planning’ Coaching Cycles Coaching
Kata
Cycles
Coach
(Manager)
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© Mike Rother Toyota Kata
4 MASTERY
The role of the Learner’s emotions
For new skills and mindset to be learned, the Learner
should practice in the Learning Zone beyond their current
capability and get a sense they are making progress.
This is a responsibility of the Coach.
Apparent
Certainty Learner’s current
threshold of
knowledge & skill
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© Mike Rother Toyota Kata
VIDEO - A Coaching Cycle
(5 minutes)
https://www.youtube.com/watch?v=ySdYX4cNPsQ
Also available on the IK/CK YouTube Channel
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© Mike Rother Toyota Kata
PART III
The Challenge
of Creating
Lean Managers
The goal of this presentation is to make us
more aware of the task & challenge we face.
It’s not about scheduling Lean classes, going
on benchmarking trips or anything like that.
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A SHIFT TO “21ST CENTURY LEAN”
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© Mike Rother Toyota Kata
MANAGERS ARE TEACHERS (by default)
With their everyday words and actions, managers teach their
people a mindset and approach, which has a significant effect
on creating an organization’s capability and culture.
COACH
to D
Teaching a way of thinking and acting
– a deliberate culture – should get COACH
integrated into the organization’s to C
normal chain of management. COACH
to B
Vice
President
COACH
to A Value-Stream
Manager
LEARNER
Department to E
Manager
LEARNER
Process to D
Supervisor
LEARNER
Process to C
Operator
LEARNER
to B
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© Mike Rother Toyota Kata
HOW IT WORKS WHEN IT’S IN PLACE
Understand Iterate
the Grasp the Establish the Toward the
Direction Current Next Target Target
(from level above) Condition Condition Condition
Organization
Level
Value Stream
Level
Value Stream
Loop Level
Process
Level
PLANNING EXECUTING
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© Mike Rother Toyota Kata
HOW IT WORKS WHEN IT’S IN PLACE
Understand Iterate
the Grasp the Establish the Toward the
Direction Current Next Target Target
(from level above) Condition Condition Condition
Organization Longer-
Level Cycle
Experiments
Value Stream
Loop Level
Process Short-
Cycle
Level Experiments
PLANNING EXECUTING
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© Mike Rother Toyota Kata
BUT GETTING THERE IS THE CHALLENGE
Catch-22: Managers have to be Learners first
Skill development
Able to DO it begins here
Learning begins when
you start applying the
Improvement Kata yourself
AWARE of it Concepts alone generally
don’t change anything
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© Mike Rother Toyota Kata
THERE IS
ONE GOOD ANSWER
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© Mike Rother Toyota Kata
APPLY THE IMPROVEMENT KATA!
1 2 3 4
Understand Grasp the Establish the Iterate
the Direction Current Next Target Toward the
or Challenge Condition Condition Target Condition
TC
CC
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© Mike Rother Toyota Kata
Toyota
Kata
Website
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© Mike Rother Toyota Kata