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Toyota Kata ExperientialMichigan Lean Consortium Annual Conference
August 7, 2019Dorsey Sherman
Founder, Modèle Consulting
Sample TitleThe Challenge (Goal)
Culture of ContinuousImprovement
Lean Transformation
Mindset = Do the work + Improve the work
Army of Problem Solvers
Sample TitleObstacles to the Goal = Our Brain
• Cognitive Bias
• Jump to conclusion• Fear of uncertainty & failure• My job is to have the answers,
not develop people
• No time• Pressure to get quick results
Why Scientific?Jumping to Conclusions
Why Scientific?Jumping to Conclusions
Source: BrainHQ.com
Why Scientific?Cognitive Bias
• Ambiguity effect• Anchoring• Anthropocentric thinking• Attentional bias• Automation bias• Availability heuristic• Backfire effect• Bandwagon effect• Belief bias• Berkson’s paradox• Bias blind spot• Clustering illusion• Confirmation bias• Continued influence effect• Courtesy bias• Decoy effect• Dunning-Kruger effect• Duration neglect• Empathy gap
• Form function attribution bias
• Gambler’s fallacy• Hard-easy effect• Hostile attribution bias• Hindsight bias• IKEA effect• Illicit transference• Illusion of control• Impact bias• Implicit association• Information bias• Insensitivity to sample size• Irrational escalation• Law of the instrument• Less-is-better effect• Look-elsewhere effect• Loss aversion• Mere exposure effect
• Money illusion• Moral credential effect• Negativity bias• Omission bias• Optimism bias• Ostrich effect• Pessimism bias• Post-purchase rationalization• Reactive devaluation• Rhyme as reason effect• Selection bias• Social comparison bias• Status quo bias• Parkinson’s law of triviality• Unit bias• Zero-risk bias
The Fear Zone
As We Get Older, We Stop Asking Questions:
In order to ask questions, you must have curiosity, but also safety.
Don’t want to look stupid
Don’t want to sound insubordinate
Don’t want to be unpopular
Habits & Neural Pathways
Source: Charles Duhigg, The Power of Habit
Seek Pleasure: Do what feels
good
Avoid Pain: PPain says you are making a mistake
Stay efficient: Always the
least amount of effort
Motivational Triad Habit Loop
The One Right Answer
Orient Plan Build Ta-Da Uh-Oh!
0 min 18 min
Average size = 10 inches
How I Got Here
I got to this position by having all the
answers.
Too Busy
I’m too busy
Lots of priorities
No time to improve
Toyota Kata: An Antidote
A practice routine to learn a new skill…
in this case,
scientific thinking.
Visible Stuff (on the surface):Toyota’s results
Lean tools and practices
Less Visible Stuff (below the water line):A systematic way of thinking and acting
Managers as teachers of that way
Toyota Kata
Scientific Thinking Deliberate Practice with a
Coach
Toyota Kata
Need to Practice
FIXEDMINDSET
GROWTHMINDSET
Coaching Kata
Toyota Kata
Motivation Practice Feedback
Source: Resonant Leader, Boyatzis, McKee 2005
1. Improvement Kata
2. Coaching Kata
Toyota Kata: TWO Routines
Improvement Kata
Coaching Kata
Today we'll practice the pattern of the
It's a scientific routinefor achieving toughgoals
www.katatogrow.com
Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
1
2
3
4
THE FOUR STEPS OFTHE IMPROVEMENT KATA APPROACH
Poster
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Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
1
2
3
4
A FEW KEY POINTS• You don't have to reach the overall challenge right away.• The path is not predictable or straight.• You experiment to get to the next goal,
which makes it scientific.
www.katatogrow.com
For this exercise we’ll sort these cardsseveral times, and experiment with ways
to do it faster
TODAY'S GROUND RULES(1) "START Position"
- Groups of 5 or 6- All cards in a shuffled deck on table to start - Hands flat on the table- No talking, you're ready to go
(2) All Teams Start Togethera. Instructor calls "START"b. Sort the cards (talking allowed)c. Note the elapsed time on your form
(3) Only 4 people can move the cards
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Choose a Team Name
Select a Data Recorderà Write your team name on the forms in the kit
Select a Timekeeperà Each gets a stopwatch
THREE THINGS TO DO NEXT:
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Now let's dothe four steps of
the Improvement Kata
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Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
1
Step 1:UNDERSTAND THE CHALLENGE
25SECONDS
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Step 1:UNDERSTAND THE CHALLENGE
25 Seconds4 People Move Cards
Quality Constraint: Space is equal in rows/columns
Key Points About:UNDERSTANDING THE CHALLENGE
• We often face challenges in life. No need to worry, because you don't need to get all the way there right away!
• A challenge often even gives us a useful sense of direction.
www.katatogrow.com
Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
Step 2:GRASP THE CURRENT CONDITION
2
Establish a baseline time.
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• It's important to understand where you currently are, before you set your next goal.
• Don't pull goals randomly out of the air. A team should feel like its goals are meaningful.
Key Points About:GRASPING THE CURRENT CONDITION
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LET'S ESTABLISH ABASELINE TIME FOR YOUR TEAM
Record your times here
Use thisform
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Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
Step 3:ESTABLISH YOUR NEXT
TARGET CONDITION
3
www.katatogrow.com
• Break a big challenge down into smaller goals.
• Set an easier and closer goal that's on the way to your challenge. When you get there you can set the next goal.
Key Points About:ESTABLISHING YOUR NEXT
TARGET CONDITION
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What time does your team want to reach
by the end of today's class?
Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
LET'S DEFINE YOUR TEAM'SNEXT TARGET CONDITION
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We can do five (5) rounds of experimenting today
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LET'S ASK EACH TEAM
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D;#)%B:==%E+,%.+F%
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<;#-A"% <;#-A"% <;#-A"% <;#-A"% <;#-A"% <;#-A"%
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DRAW YOUR TARGET CONDITION LINEON THE 'EXPERIMENTING' FORM
TC
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Conduct Experimentsto get there
Grasp the Current
Condition
Establish your Next
TargetCondition
Get the Direction orChallenge
Step 4:CONDUCT EXPERIMENTS
TO GET THERE
4
www.katatogrow.com
• You never know in advance exactly how you will achieve a goal.
• We need to test the ideas we have. A good way to reach a goal is to experiment rapidly. Try something, see what happens, and then adjust based on what you learn.
• To learn from an experiment you should write down what you expectand what actually happens, so you can compare those two things.
Key Points About:EXPERIMENTING TO GET THERE
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HOW WE'LL EXPERIMENT3 Minutes per Round
Instructor calls "START"Sort the cardsNote the elapsed time on your form
Based on what happened, discuss whatyou plan to do next
Write ideas you want to test onto the form
www.katatogrow.com
D;#)%B:==%E+,%.+F%
!"
!"
!"
D;#)%B:==%E+,%.+F%
!"
!"
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D;#)%B:==%E+,%.+F%
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D;#)%B:==%E+,%.+F%
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D;#)%B:==%E+,%.+F%
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2GH">:$"-)%%N% 2GH">:$"-)%%O% 2GH">:$"-)%%P% 2GH">:$"-)%%Q% 2GH">:$"-)%%R%
5!
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(Before)Write down the
next ideas you want to test
(After)Write in how
much the time changed
compared to the last round
(After)Mark the
elapsedtime
THE EXPERIMENTING FORMWhat to record in each round
www.katatogrow.com
D;#)%B:==%E+,%.+F%
!"
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D;#)%B:==%E+,%.+F%
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D;#)%B:==%E+,%.+F%
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D;#)%B:==%E+,%.+F%
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D;#)%B:==%E+,%.+F%
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D;#)%B:==%E+,%.+F%
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2GH">:$"-)%%I%
!"#$%&#$"'%(#)"'% 2JK2*4L2&!4&M%%
2GH">:$"-)%%N% 2GH">:$"-)%%O% 2GH">:$"-)%%P% 2GH">:$"-)%%Q% 2GH">:$"-)%%R%
5!
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<;#-A"% <;#-A"% <;#-A"% <;#-A"% <;#-A"% <;#-A"%
9#)#%:-%);"
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PLEASE PLAN YOUR FIRST EXPERIMENTWrite the ideas you want to test next
on your 'Experimenting' form
Write down the ideas you want to test
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AFTER EACH EXPERIMENTWE'LL REFLECT
After each round we'll ask one teamthis set of Reflection Questions
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GET READYFOR THE NEXT ROUND
3 Minutes per Round
Instructor calls "START"Sort the CardsNote the elapsed time on your form
Discuss what you plan to do nextWrite ideas you want to test onto the form----------Time's up... Ask the Reflection QuestionsGet into START Position (timekeeper raise hand)
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Summary
What are the Four Steps?
What did you learn?
How did you feel?
What did you observe about your team’s performance?
