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Coaching Kata for Continuous Improvement January 16, 2018

Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

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Page 1: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Coaching Kata for Continuous Improvement

January 16, 2018

Page 2: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Let’s Get Acquainted

30Minutes

Page 3: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Kata Coaching Agenda

• Lean Leadership in the Pursuit of Excellence

• Coaching for Commitment

• Kaizen/Kata Improvement Process

• KATA Mindsets for Continuous Learning

• Coaching Kata for Daily Improvement

• Creating Habits of Scientific Thinking

• Coaching for Developing Leaders/Assessments

• Have Fun Learning Together

© 2017 LeanWork LLC 3

Page 4: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Tennis Ball Exercise

1. Rules of Engagement2. Must begin and end with me3. Everyone must touch the ball4. Remember the process sequence5. Debrief

10Minutes

Page 5: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

What are We Trying to Achieve?

Excellence!

10Minutes

Page 6: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Trends

Outside Environment

– Customer expectations are rising

– Intense competition

– Methods are being challenged

– Employee Engagement is low

We Must:

– Commit to Excellence

– Do things right the first time and every time

– Take cost and waste out of our processes and systems

– Use our knowledge and experience

© 2017 LeanWork LLC 6

Page 7: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

© 2017 LeanWork LLC © 2017 LeanWork LLC 7

In Pursuit of Excellence

Excellence Has No Boundaries

7

Page 8: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

At the Center of Excellence?

How

What

Why

© 2017 LeanWork LLC 8

Page 9: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Operational Excellence

A strategy mindset of leadership, teamwork, and employee engagement resulting in extraordinary performance by

focusing on customer needs, standardizing processes and continuous improvement to optimize effectiveness.

© 2017 LeanWork LLC 9

Page 10: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Elements of Excellence

C

U

L

T

U

R

E

L

E

A

N

T

O

O

L

S

E x c e p t i o n a l

Va l u e C r e a t i o n

© 2017 LeanWork LLC 10

Page 11: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Breakout Session

Take 3 Minutes Individually?

Break into two groups – 12 Minutes

Discuss and Develop a Master List?

© 2017 LeanWork LLC 11

Page 12: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Barriers to Excellence

Opposition

Vision/Purpose

ClearStrategy

Employee Engagement

StandardizedProcesses

KPI’s Cynicism

ClearStrategy

Employee Engagement

StandardizedProcesses

KPI’s Inaction

Employee Engagement

StandardizedProcesses

KPI’s Overwork

StandardizedProcesses

KPI’s Conflict

KPI’s Frustration

Values

ValuesVision/

Purpose

ValuesVision/

Purpose

ClearStrategy

ValuesVision/

PurposeClear

StrategyEmployee

Engagement

?ValuesVision/

PurposeClear

StrategyEmployee

EngagementStandardized

Processes

KPI’s ExcellenceValues

?

?

?

?

?

Vision/Purpose

Clear Strategy

Employee Engagement

StandardizedProcesses

© 2017 LeanWork LLC 12

Page 13: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Values

KPI’s CynicismVisionMission

Clear Strategy

Employee Engagement

StandardizedProcesses

Values answers the questions:

What is it like to work around here?

What gets recognized and rewarded?

© 2017 LeanWork LLC 13

Page 14: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

High

High

Low

Low

Coaching Engagement Strategy

Learning

© 2017 LeanWork LLC 15

Page 15: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Organizational Alignment

© 2017 LeanWork LLC

Vision & Purpose

Values

Growth Strategy Operational Strategy

Key Initiatives KPI’s

CI StrategyExecution Plan

Key Initiatives KPI’s

CI StrategyExecution Plan

16

Page 16: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Tennis Ball Exercise – Round 2

10Minutes

Page 17: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Art of Coaching

Page 18: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Breakout Of Your Comfort Zone

© 2017 LeanWork LLC 19

Break into groups of Two

Select a Learner and a Coach

Improve your Juggling Skills

Page 19: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

What Do We Need?

Page 20: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Coaching Model

• TopicT

• GoalG

• OutcomeO

• RealityR

• OptionsO

• Way ForwardW

21

Page 21: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Coaching Worksheet

Topic

Goal

Outcome

Reality

Options

Way Forward22

Page 22: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Round 2 - Breakout Of Your Comfort Zone

© 2017 LeanWork LLC 23

Break into groups of Two

Select a Learner and a Coach

Use Coaching Model Worksheet

Improve your Juggling Skills

Page 23: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Forming a Habit

• TriggerT

• Creates a RoutineR

• Receives a RewardR

• Repeated with same ResultR

Habits provide routines patterns of thought that allows our brains to be on auto-pilot

© 2017 LeanWork LLC 24

Page 24: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Leave your ego at the door

Ask questions

Listen for Clues

Fact based Thinking

Let the data drive actions

Commit to learning together

Value each other

Have a Mindset of customer service

Be committed to their success

Coaching Focuses on Learning and Developing Patterns of Behavior

Coaching Tips

EGOEGOl Ambition/Drive

l Confidence

l Vision

l Assertiveness

l Leadership

l Complacency

l Self-consciousness

l Narrowness

l Passiveness

l Followership

Ego and ModestyEgo and Modesty

High Low

MODESTYHigh Low

l Self-effacement

l Openness—Listening

l Admits Mistakes

l Giving/Service

l Participative

l Arrogance

l Power-hunger

l Selfishness

l “Taker”

l Poor listening

© 2017 LeanWork LLC 25

Page 25: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Round 3 - Breakout Of Your Comfort Zone

© 2017 LeanWork LLC 26

Break into groups of Two

Select a Learner and a Coach

Use Coaching Model Worksheet

Improve your Juggling Skills

Page 26: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

• Identify specific continuous improvement process strategies

• Pattern of thinking and mindsets

• Developing new patterns of behavior

Coaching for Continuous Improvement

It takes 21 days to build a habit

© 2017 LeanWork LLC 27

Page 27: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Improvement Strategy

Kaizen Focuses on the Known Issues

Kata Focuses on the Unknown

Lean tools and techniques to improve quality, cost, delivery and 5S

A daily routine of scientifically thinking and experimenting

Supervisors become Leaders and Coaches of the Improvement Process

© 2017 LeanWork LLC 28

Page 28: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

x x x x x x x x x x x x x x xx x x x x x x x x x x x x x x x x x xx x x x x x

CI Improvement Overview

Challenge Vision

Role of Leadership

Current State of Operation

Known obstacles

X

????????????????

TC1

TC2

TC3

Target ConditionsThreshold of Knowledge

Unknown obstacles

29

Page 29: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

High

Decision Matrix

High

Low

Low

KataPDCA Cycles

KaizenJust do it

Don’t Do’s Go See

© 2017 LeanWork LLC 30

Page 30: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Kaizen Focuses on the Known Issues

Lean methods to improve:• Safety• Quality• Delivery• Productivity• Customer Satisfaction

Kaizen Strategy

Ready –Aim - Fire

© 2017 LeanWork LLC 31

Page 31: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

• Defined Goals and Scope• Cross Functional Team• Assigned Team Leader• Specific Time Frame • 5 to 7 is an Optimal Size• Combination of Training and

Doing• Facilitated Sense of Urgency• Implement Solutions• Documented Report Out

Kaizen Team

© 2017 LeanWork LLC 32

Page 32: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Kata are structured practice routines

Kata involves the invisible art of thinking and patterns of behavior which form habits.

A daily routine of scientifically thinking, experimenting and learning

What is Kata?

© 2017 LeanWork LLC 33

Page 33: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Develops patterns of learning that increase a teams ability to:• Engage in true Problem Solving• Over come barriers• Share Information• Take Responsibility• Gain Common Commitment

Lean Leader’s become Coaches of the Improvement Process

Kata Effect

© 2017 LeanWork LLC 34

Page 34: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Kata Focuses on the Unknown Issues

Effectiveness = Thinking x Behavior

KATA Strategy

• Combines analytical thinking

• Structured repeatable routines

• Transforms habits

• Develops problem solving skills

Learning

Experimenting

Practice

© 2017 LeanWork LLC 35

Page 35: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Be data driven

Take logical steps toward the target condition

Understand key areas of process variation

Provide a systematic method to change behavior

Allow decision to be made at point of use

Support learning to think differently through experimentation

Is the Means to:

Scientific Thinking

© 2017 LeanWork LLC 36

Page 36: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Can you read this?

Please read aloud what you see

Ca y u rea t is

© 2017 LeanWork LLC 37

Page 37: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Can you read this?

Please read aloud what you see

LUMPING TO CONCLUSIONS

© 2017 LeanWork LLC 38

Page 38: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Assumptions

Please read aloud what you see

LUMPING TO CONCLUSIONS

© 2017 LeanWork LLC 39

Page 39: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Coaching Improvement Structure

© 2017 LeanWork LLC

Vision & PurposeLearner Learner Learner Learner

40

Coach Coach

2nd Coach

Page 40: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Kata Process

Improvement Routine:

Identify a Challenge

Understand the Current Condition

Identify the Focus Process

Establish a Target Condition

Measure the Actual Condition

Identify the Obstacles

Conduct a PDCA

Repeat the Process© 2017 LeanWork LLC 41

Page 41: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Kata Improvement Board

Focus Process Challenge Statement

TC#1 Achieve by

Target ConditionImprovement Steps

Coaching Cycle

PDCA CyclesExperimental Cycle

Block Diagram Date/Actions Expectations What Happens?What did we

learn?

Process Characteristics

What do you expect to happen? Facts and Data About the problem?

Process Metrics

Detailed StepsImpact? Process

Outcome MetricsMeasurements What do you

expect to learn?Obstacle

Does it build from other PDCA’s

How will it impact your next PDCA cycle?

Current Condition Timing

Block Diagram

Process Characteristics

Brainstorm Improvement List Track KPI's Obstacles

Process Metrics

Track KPI's

Negative ImpactFact based

Outcome Metrics

© 2017 LeanWork LLC 42

Page 42: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Challenge Statement Compelling & Impactful:

Stretch

Team Focused

Achievable

Time Based

Reviewed

Celebrated

Provide Organizational Alignment

© 2017 LeanWork LLC 43

It would be AWESOME if by August 2018 the MLC had 50 organizational members actively involved with lean principles across the state of Michigan.

Page 43: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Current Condition Understanding Current State:

Block Diagram or Value Stream the Process

Identify Pain Points

Area of Waste

Workplace Organization

Collect & Analyze Data

Identify the Focus Process

Measure the Actual Condition

© 2017 LeanWork LLC 44

Page 44: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Focus Process

Highlights a Process Step for Improvement:

Identifies Improvement Scope

Provides Team Focus

High Potential for Improvement and Impact

Sets up area for Experiments and Leaning

© 2017 LeanWork LLC 45

Page 45: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Target Condition

Milestone toward Challenge:

Gap from Current State to Target Condition

Provides Direction

Sets targets for PDCA Cycle

Must be Time Based

Maximum of 50% improvement per target condition

Scrap %

Performance Challenge

© 2017 LeanWork LLC 46

Page 46: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Obstacles

List of Barriers:

Fact based

Negative impact on TC

Measurable

Defines the problem statement

Leads to Cause and Effect Relationships

© 2017 LeanWork LLC 47

Page 47: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Obstacle Analysis

© 2017 LeanWork LLC

People Information

Method Standardization

Improvement Actions

48

Page 48: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Go and See –• Direct Observation• Data Collection• Learn more about the process

Exploratory Experiments• Introducing a change to the process• Need to observe to understand effect

Testing a Hypothesis• Implementing a single change to a process

factor with a prediction of expected results

© 2017 LeanWork LLC 49

Three Types of PDCA Cycles

Page 49: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

• What is the target condition?

What is your challenge condition?

• What is the actual condition now?

• What process step are you going to focus on now?

Define current state and area of focus?

• What is your target condition?

What is your target condition?

• What obstacles do you think are preventing you from reaching the target condition? Which one are you addressing now?

Identify Obstacles

• What is your next step? What do you expect?

• How soon can we find out what we have learned from taking that step?

Determine next steps and timing

Coaching Questions for Daily Review

© 2017 LeanWork LLC 50

Page 50: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

• Learner describes last step.

Coach - What did you plan as your last step?

• Learner reviews expected results.

Coach - What did you expect to happen?

• Learner explains what happened with data.

What actually happened?

• Learner summarizes what was learned during the PDCA process.

What did you learn?

• Leaner states what actions are going to be taken next with applied learning.

What is your next step?

Coach & Learner PDCA Cycle

© 2017 LeanWork LLC 51

Page 51: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

© 2017 LeanWork LLC

Kata Coaching Model

Time

Imp

rovem

ent

Current Condition

Target Condition

Challenge

Target Condition

52

Page 52: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

• Cross Functional Team• Learner• Team Members• First Coach

• 3-5 team members• Stand up meeting• Documented PDCA Cycles• Facilitated Sense of Learning

Kata Team Structure

© 2017 LeanWork LLC 53

Page 53: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Establish daily Kata Team

Huddles

Document team activities

Kata Board

PDCA Cycle Form

Obstacle List

Plan an improvement

everyday

Role of the Learner

© 2017 LeanWork LLC 54

Problem Solvers

Page 54: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Attends daily Kata Team Huddles

Monitor Learner’s progress on Kata

Board

Ask Questions related to the challenge

Observes team and provides feedback

Listens more than they talk

Cares about learners progress

See their role as a process to develop the

learner’s abilities and build trust.

Establish milestones for team

celebrations

Re-evaluate the project when the target

condition is met

Establish a new target condition

Role of First Coach

© 2017 LeanWork LLC 55

Page 55: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Attends daily Kata Team Huddles

weekly

Challenges Mindsets

Stretches thinking out of comfort

zone

Moving experimenting from

comfort zone to learning zone

Provides an Adaptive Mindset

Provides bases for improving

Scientific Thinking

Observes Team and First Coach

Provides First Coach Feedback

and takes responsibility for their

development.

Creates a culture of engagement

Role of Second Coach

© 2017 LeanWork LLC 56

Page 56: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Dreyfus Model of Acquiring Skills

Page 57: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

1Target

Condition?

2Current

Condition?

3Obstacle?

4Next Step?

5Experiment

1Target

Condition

2Current

Condition

3Obstacle

Repeat

4Next Step

Based on a diagram by Don Clark

http://nwlink.com/~donclark/leader/leader.html

The Coaching Cycle Pattern

© 2017 LeanWork LLC 58

Page 58: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Kata Improvement Board

Focus Process Challenge Statement

TC#1 Achieve by

Target ConditionImprovement Steps

Coaching Cycle

PDCA CyclesExperimental Cycle

Block Diagram Date/Actions Expectations What Happens?What did we

learn?

Process Characteristics

What do you expect to happen? Facts and Data About the problem?

Process Metrics

Detailed StepsImpact? Process

Outcome MetricsMeasurements What do you

expect to learn?Obstacle

Does it build from other PDCA’s

How will it impact your next PDCA cycle?

Current Condition Timing

Block Diagram

Process Characteristics

Track KPI's Obstacles

Process Metrics

Track KPI's

Negative ImpactFact based

Outcome Metrics

© 2017 LeanWork LLC 59

Page 59: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Kata Improvement Board

Focus Process Challenge Statement

TC#1 Achieve by

Target ConditionImprovement Steps

Coaching Cycle

PDCA CyclesExperimental Cycle

Date/Actions Expectations What Happens?What did we

learn?

Current Condition

Track KPI's Obstacles

© 2017 LeanWork LLC 60

Page 60: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Key BehaviorsNever Always

• PDCAs, Target Conditions read like a story.• Outcomes and implications detailed.• Data complete and organized.• Knowledge of process details and KATA evident.

KEY

B

EHA

VIO

RS

KEY

B

EHA

VIO

RS

Never Always

• Learner is truly iterating towards the target condition along a path defined by the obstacles.

• Learning and subsequent action take place as a natural result of the outcomes of the PDCAs.

KEY

B

EHA

VIO

RS

KEY

B

EHA

VIO

RS

Never Always

• All PDCAs and actions are carefully designed to clear the path to TC and Challenge.

• Metrics are continuously monitored to ensure that progress is made towards TC and Challenge.

KEY

B

EHA

VIO

RS

KEY

B

EHA

VIO

RS

Never Always

• Hypotheses and assumptions only based on clear data.• Progression from “Go See” to “Experimental” to

“Hypothesis” PDCAs evident through data.KEY

B

EHA

VIO

RS

KEY

B

EHA

VIO

RS

Page 61: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Characteristics: Patterns of Behavior

Impatient:

ShowingEmpathy:

Learn to recognize specific behaviors that contribute to a characteristic.

Characteristic Pattern of Behavior Coaching Plan

Attention to Detail:

20Minutes

Page 62: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Characteristics: Patterns of BehaviorLearn to recognize specific behaviors that contribute to a characteristic.

Characteristic Pattern of Behavior Coaching Plan

Page 63: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Process: Date: Start: Stop: Minutes:

Coach Learner

Q1

Q2

Q3

Q4

Q5

Coaching Cycle Observation Form

64

Page 64: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Coaching - Do’s and Don’ts

Schedule Regular coaching cycles

Establish meeting agenda

Keep learner focused on process

Ask questions to uncover the

unknown

Conduct infrequently coaching

cycles

Permit unstructured and

disorganized discussions

Focus on the coach’s

preconceived ideas

© 2017 LeanWork LLC 65

Page 65: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

Leadership’s Role in Kata Implementation

Provide Resources

Coach, Learner & Team Members – 3 to 5 Total

Second Coach

Leadership Role

Set Challenge

Understand Kata Process

Communicate the “Why”

Review learning, results and support team activities

Attend team meetings at scheduled times

© 2017 LeanWork LLC 66

Page 66: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

In Conclusion

RelentlessPursuit of Excellence

KPI’s ExcellenceValuesVision

MissionClear

Strategy

Employee Engagement

StandardizedProcesses

© 2017 LeanWork LLC 67

Page 67: Coaching Kata for Continuous Improvement...•Kaizen/Kata Improvement Process ... Kata Focuses on the Unknown Lean tools and techniques to improve quality, cost, delivery and 5S

References

Special Thanks Too:Anthony WebsterBrandon Brown: Continuous CoachingCommitment

© 2017 LeanWork LLC 68