A Practical Approach to Strategy Deployment

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Welcome to www.verbesserungskata.de

A systematic and practical approach for Strategy Deployment

By Gerardo Aulinger with Mike Rother and Mark Rosenthal

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Introduction

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Introduction

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Introduction

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Introduction

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Let's Take a Look

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A Simplified Example: Gearbox Manufacturing

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Meet the 5 Main Players in the Gearbox Value Stream Example

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These are the Kata Practice Roles It‘s fractal: The pattern repeats at each level

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specific focal points is developed. Goals and coaching topics are derived mathematically and in detail "top down" from the future-state value stream map.

This Approach to Strategy Deployment Takes Place in Two Phases

Execution. Once target conditions have been developed: Frequent PDCA cycles, coaching cycles and upward communication of current condition and lessons-learned begin. b

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The Steps We'll Go Through We'll focus in on a Gear Broaching process

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The steps are linear, but iterative

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Phase I: PLANNING Consensus on Direction is Developed

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In Phase 1, coaching topics and goals are derived mathematically and in detail "top down" from the future-state value stream map

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First the Value-Stream-level Coach and his or her Learners agree on the value stream goals

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Nancy and Steve agree on a value stream goal of 15 Days Lead Time and a gear-machining loop goal of 3 Days of Gear Inventory

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Nancy and Steve agree on a value stream goal of 15 Days Lead Time and a gear-machining loop goal of 3 Days of Gear Inventory

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After analyzing the process's current condition, Learner Steve, guided by Coach Nancy, develops a next target condition mathematically step-by-step

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24

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Developing the target condition, three themes pop up: cycle time 10 seconds, unplanned downtime 15% & changeover time 14 minutes

25

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26

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27


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These 3 themes, or process improvements, are the equivalent of future-state „kaizen bursts“ on pages 77-80 in Learning to See

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28

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Steve decides to begin by having his Learner Roger work on the changeover time, and the Improvement Kata pattern repeats

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32


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33

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Steve May 10th

Pc/t Broaching 10 Sec. T.B.D. Steve Nancy

Downtime Broach 15% T.B.D. Steve Nancy

Changeover Max 14 Min Roger Steve Nancy June 10th

T.B.D.

T.B.D.

37

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Steve May 10th

Pc/t Broaching 10 Sec. T.B.D. Steve Nancy

Downtime Broach 15% T.B.D. Steve Nancy

Changeover Max 14 Min Roger Steve Nancy June 10th

T.B.D.

T.B.D.

38

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Steve has a weekly schedule of defined coaching-cycle appointments. Scheduled coaching cycles are done between 9:00 and 11:00 AM. Additional coaching cycles may be done as needed after that.

40

Steve May 10

No other meetings are scheduled between 9:00 and 11:00 AM

June10

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Steve May 10 June10

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41

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Steve May 10 June10

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Phase II: EXECUTION Daily PDCA and Coaching Cycles Begin

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Now daily coaching cycles between Learner and Coach begin


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45

Now daily coaching cycles between Learner and Coach begin

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Back of card - Reflection Section

------------------------------>Return

1) What is the Target Condition?

2) What is the Actual Condition now?

--------(Turn Card Over)--------------------->

3) What Obstacles do you think are preventing you from reaching the target condition?

Which *one* are you addressing now?

4) What is your Next Step? (next PDCA / experiment) What do you expect?

5) When can we go and see what weHave Learned from taking that step?

The Five Questions

*Youʼll often work on the same obstacle for several PDCA cycles

Reflect on the Last Step TakenBecause you donʼt actually knowwhat the result of a step will be!

1) What was your Last Step?

2) What did you Expect?

3) What Actually Happened?

4) What did you Learn?

Card is turned over to reflect on the last step

Coaching cycles are built around the Five Coaching Kata Questions. This pattern of questions is utilized up-and-down the organization.

Here's an example of a Coach's Five-Question card:

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CurrentCondition

NextTarget

Condition

47

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Steve and Roger do at least one coaching cycle every day on the Broaching Process's current improvement theme: Changeover time

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Preparation (internal) 20‘ 20‘ 0‘ 0‘ Lockout 28‘ 8‘ 3‘ 3‘ Removing the tool 35‘ 7‘ 7‘ 4‘ Install new tool 45‘ 10‘ 14‘ 7‘ Run a test part 48‘ 3‘ 14‘ 0‘ Quality approval 57‘ 9‘ 14‘ 0‘ Cleanup (internal) 72‘ 15‘ 14‘ 0‘

72‘ 14‘

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72‘ 14‘

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72‘ 14‘

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72‘ 14‘

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72‘ 14‘

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Roger x 2

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72‘ 14‘

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72‘ 14‘

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Upward Communication of Current Condition and Lessons Learned

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In addition to acting as 2nd Coach, Nancy meets with Steve daily for a value stream coaching cycle, which also follows the pattern of the Five Coaching Kata Questions.

62

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Many coaches struggle with the distinction Between „Winning the game“ and

„Developing the players so we can win the game“

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Lean Shouldn‘t be a Separate Activity

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Last but not least... This is About Respect for People

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The Steps that Were Presented Here


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Value Stream Mapping and the Improvement Kata Work Together

Map the Value

Stream

Design Future State Value

Stream

Under-stand

the Direction

Graspthe

Curent Condition

Establish the Next Target

Condition

Iterateto the Target

Condition

StrategicObjective

Define Loops& Loop Goals

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Value Stream Mapping Improvement Kata & Coaching Kata

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http://www.slideshare.net/mike734/practicing-pdca-18051662

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For reference use Learning to See and the free online Improvement Kata Handbook

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http://www.amazon.com/gp/product/0966784308/ref=olp_product_details?ie=UTF8&me=&seller=

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

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Welcome to www.verbesserungskata.de

A systematic and practical approach for Strategy Deployment

Best Wishes!

Gerardo, Mike, Mark

Business

A Practical Approach to Strategy Deployment