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© Mike Rother / Improvement Kata Handbook

TOYOTA KATA

Buzz Electronics

Rev. 7.0 2/04/2016

THE NEED FOR SPEED…

2

All of our learning rounds will proceed VERY QUICKLY. You

will have only 5 minutes to complete many of the assignments.

Please stay focused and give your full attention to the process.

Ready?? Let’s Go!!

3 5

A Lean Conclusion

If we only periodically conduct training events or only episodically work on improvement – and the rest of the time it’s business as usual – then according to neuroscience what we’re actually practicing is business as usual

If we want a Lean revolution, then we need to shift emphasis from CI staff-led, episodic improvement efforts, to daily efforts led by middle managers. To make this shift, we must take a slice of each day and focus on practicing coached, improvement routines

PDCA Cycles Toward a Target Condition

Going after problems / wastes / opportunities at Gemba TROUBLESHOOTING

INDUSTRIAL WHACK-A-MOLE

STRIVING WITH PURPOSE

DRIVEN ACTIVITY

NOTICE THE DIFFERENCE

© Mike Rother / Im provem ent Kata Handbook 4

What can we

improve?

What should we improve?

Vision Next

Target Condition

Current Condition Obstacles Challenge

CONNECTING STRATEGY & EXECUTION

By Mike Rother 5

Execution Strategy

Leaders establish the organizationʼs strategic concept (the “rallying point” or overall direction)

Managers develop people by coached practice of the Improvement Kata in the direction of the challenge

The role of Challenge in an organization

1 week – 3 months

Successive T/Cs to achieve the

Challenge

Distant

Often General

“Principles”

1-3 years

Concrete Hard Metrics

BOSS BUZZ VISION AND CHALLENGE

6

VISION:

1X1 flow, producing zero defects, at the lowest cost possible, while engaging our employees for a better quality of life to achieve world dominance in the security market.

CHALLENGE: • Consistently produce 55,000+ / month (2,750/day; 9.8 sec Takt) with a

stable process and +/- 15% variability, & 99% Quality First Time Through (FTT)

• Open up capacity for 3 regional plants (OH/PA; CO/NM; CA/OR) • Eliminate overtime

The Improvement Kata

GRASP THE CURRENT CONDITION

The Toyota Kata Process Analysis Practice

this Routine


BUZZ ELECTRONICS FACTORY BLOCK DIAGRAM – CURRENT CONDITION

ROUND ONE

Raw Boards with

5 springs

RESISTORS 2 REDS; 1 per

board

RESISTOR/ DIODES

LED 1 PER

BOARD

TEST 2 PER

BOARD

1 5 4 3 2

= WORKERS

RAW BOARDS WITH SPRINGS (RED AND BLUE BOARDS) 1 = RESISTORS (RED AND BLUE BOARDS) 2 = RESISTORS/DIODES (RED AND BLUE BOARDS) 3 = RESISTORS/DIODES (RED AND BLUE BOARDS) 4 = LED (RED AND BLUE BOARDS) 5 = TEST (RED AND BLUE BOARDS)

= OBSERVERS

1 5 4 3 2

Numbers 1-5

RESISTOR/ DIODES

If the process is not cycling within

desired limits or unable to meet customer

quality or quantity requirements, address

this obstacle before trying to introduce

other improvements.

Too much fluctuation

No improvement.

Causes of problems

always changing.

Inability to meet

customer requirements

without overtime

No rhythm. Sometimes

rush, sometimes wait.

Standardized work not

possible.

Difficult to develop skills.

Always changing.

Inconsistent quality.

Takt

Pc/t

Operator cycles (time from one piece to next piece)

5

10

12

20

30

•

• •

•

• •

• •

•

•

•

• •

• •

• •

• •

•

AMOUNT OF FLUCTUATION


WHY IS IT OK TO USE LOWEST REPEATABLE

TIMES?

Because these times & the number-of-operators calculation are just a starting point for PDCA!

This approach is acceptable if you plan to work with rapid PDCA cycles (as with the improvement kata) and will do so daily. PDCA starts early.

Then the initial times don't need to be exact, because you will notice analysis errors and other problems along the way, and adjust as you move forward.

You're not setting a standard at this point. You're getting current-condition information & data to establish your first target condition. As you move toward that first target condition:

• You'll learn more about the process, which can be incorporated into the next target condition

• You can get more detailed times for the work

elements if necessary


BUZZ ELECTRONICS SAMPLE RUN CHART Sample

Exit Time (secs)

1 16 2 12 3 15 4 20 5 10 6 6 7 12 8 16 9 17

10 14 11 22 12 15 13 23 14 16 15 12 16 10 17 9 18 15 19 24 20 12

Sum = 296s

34 CALCULATIONS

33 % + Variation = (

Highest Point - Pc/t ) X 100

32 Pc/t

31 % + Variation = (

-10.2

) X 100 30 10.2

29 % + Variation =

28 27

26 % - Variation = (

Lowest Point - Pc/t ) X 100

SEC

ON

DS

25 Pc/t

24 X % - Variation = (

-10.2 ) X 100

23 X 10.2

22 X % - Variation = %

21 20 X

19 Average Cycle Time

= Sum of Total Cycle Times

18 Total # of Units 17 X Average Cycle

Time =

2 9 6 seconds

16 X X X 2 0 total units

15 X X X Average Cycle Time

=

14.8secs/unit 14 X 10

Takt Time = 9.8sec 10 X X X X 9

Planned Cycle Time (Pc/t) = 8.3 sec X X

9 X Daily Output =

Available Time 8 Average Cycle Time

7 Daily Output (Projected) =

27,000 seconds

6 X

5 Daily Output (Projected)

= 1, 8 2 4 total units 4 3 2 1

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Now that you have your Lo repeat and range, give this info to the Supervisor (Learner) for the operator cycle chart

ROUND 1: #2 Learner, #4 is Coach

12 Operators

I

12 pcs

TT

5

10

15

Pc/t

20

I

5 pcs

I

2 pcs

Range of observed cycle times

Lowest repeatable

observed cycle time

9.8 sec

8.3 sec

Deliverables:

1. Update CC Block Diagram (if necessary) 2. Time Exit Cycles (Do this for end of line) 3. Draw Run Chart & Calculate Lowest

Repeatable (each station and end of line) 4. Calculate +/- % Variation 5. Fill out Current Condition Summary sheet, Process

Variation, and Outcome Metrics

Our Next Major Step: Establish Our First Target Condition

13 Supervisors OWN their storyboards.

Output

Block Diagram

Buzz Electronics

First Time Thru

What challenge are we striving to meet?

ORIENTATION

Establish the Next Target Condition

Target

Condition

What pattern do we want to have next?

Go and See

ACT PLAN

CHECK DO

PDCA Toward the Target Condition

The 5 Questions

What is the current pattern of working?

Grasp the Current

Condition

Understand the

Direction

Target Condition © Mike Rother / Im provem ent Kata Handbook 14

15

A TARGET CONDITION

ENABLES TEAMWORK

Target Condition

WITHOUT a Target Condition

Disorganized discussion.

Exchange of opinions. My idea versus your idea. “Who's right?”

Prioritization by dominant individuals.

No PDCA.

WITH a Target Condition

Structured approach.

What do we need to

do next to reach our objective?

Target Condition © Mike Rother / Im provem ent Kata Handbook 16

“Let the data

speak.”

“Oh, yeah – sez who?”

17

WHAT INFORMATION IS IN A TARGET CONDITION?

How the game is

played

The score

Target Condition

• A target condition should include a target date + these four categories of information.

• No verbs in a target condition! That's for how to get there.

18

Next

Next

Next

Often, these are decided from the

“Bottom Up” First

19

Practicing to become more comfortable in the Learning Zone

20

Apparent Certainty

Uncertainty

Mystery

Comfort Zone

Learning Zone

Comfort Area

Expanded

Our Next Major Step: Establish Our First Target Condition


Output

Block Diagram New Block Diagram

Buzz Electronics

First Time Thru

Class Exercise

65

Class Exercise

Supv. prepare

your First

Target Condition

OK to discuss

with operators (but you

make the decision!)

2 key documents

to prepare:

1. TC Block Diagram

2. TC Summary sheet

New Block Diagram

66

Buzz Electronics

Simply sketch how you

want the process to look by

Round 4.

24

( 3 minutes ) ( 3 minutes )

Learner’s Story Board

25

Supervisor,

post these 2

documents in the

“Target Condition”

area to review with

your Manager

New Block Diagram

Buzz Electronics 2,250, stable process, 99% FTY

Class Exercise

Learner review your proposed

T/C with your Coach (Mgr)

Adjust as needed ( 2 min )

26

• TC is now reviewed and agreed to by Learner & Coach (Mgr.)

Obstacles

Obstacle Parking Lot

________________________

________________________

________________________

________________________

________________________

________________________

27

Now list any Obstacles you think might prevent you from reaching your TC.

Use Hand Out

( 2 minute ) Which ONE are

you going to focus on First?

Our Next Major Step: Determine Our First Obstacle


First Time Thru

Output


Buzz Electronics

Supervisor,

post this

document to

review with your

Manager

2,250, stable process, 99% FTY

ORIENTATION

What challenge are we striving to meet?

Go and See

ACT PLAN

CHECK DO

The 5 Questions


The step-by-step discovery process between where we are and where we want to be next


Target

Condition

What pattern do we want to have next?

What is the current pattern of working?

Grasp the Current

Condition

Understand the

Direction

PDCA Cycles 29

“OUTSIDE YOUR KNOWLEDGE THRESHOLD" MEANS YOU DON'T KNOW HOW YOU WILL REACH IT

A target condition that you can already or quickly see how to reach - one that involves little trial and error - is not a good target condition. A good target condition requires experimentation and learning to reach it.

Target Condition 30

PREDICTION Testable

ACTION Conduct the experiment

EVALUATE Adjust based on what you learn

EVIDENCE Collect facts and data

PLAN

DO

1

2 3

4

CHECK (Study)

ACT

By Mike Rother 31

THE SCIENTIFIC LEARNING CYCLE Is sometimes called

"Plan-Do-Check-Act" or "Plan-Do-Study-Act"

Obstacles

Experiments

Current Condition

32

PRACTICING WORKING SCIENTIFICALLY

By Mike Rother

Next Target

Condition (dated)

Threshold of Knowledge

Obstacles

Experiments

Current Condition

33

PRACTICING WORKING SCIENTIFICALLY

By Mike Rother

Next Target

Condition (dated)

New Threshold of Knowledge

THREE KINDS OF PDCA EXPERIMENTS

PDCA Cycles

The following hierarchy goes from less to more scientific

1) Go and See

Direct observation and data collection, without changing anything, to learn more about a process or situation.

2) Exploratory Experiment

Introducing a change in a process to see, via direct observation, how the process reacts. Done to help better understand the process.

Example: Try to run a process as specified in the target condition, to see where it fails and build your obstacles parking lot. Often this is the first experiment.

3) Testing a Hypothesis

Introducing a change, ideally in only a single factor, together with a prediction of what you expect to happen.

34

Before you get started, propose the 1st step and what you expect, on the Left Side of the form

Once a step or

experiment is completed, fill in Result and What We Learned, on the Right Side of the form Based on what was learned

in the last step, propose the Next Step and describe what you Expect from the next step, on the Left Side of the form

HOW TO USE THE PDCA CYCLES RECORD The PDCA Cycles Record also helps you generate scientific thinking

• The PDCA form is read left-to-right, one row at a time

• Each row = one experiment

• The → pattern of the form repeats after each experiment

PDCA Cycles

Row 2 -->

Row 1 -->

35

KEEP THIS QUESTION IN MIND

PDCA Cycles

This perspective will keep you focused on the work process and help you work

together with the process team

36

What is preventing

the operators from

being able to work in

the target condition?

Go and See

ACT PLAN

CHECK DO



Target

Condition

Grasp the Current

Condition

Understand the

Direction

ORIENTATION

Process

Coach L earner

Teaching the improvement kata through coached practice

Conduct Coaching Cycles

Coaching Kata

The 5 Questions


5 INGREDIENTS FOR ACQUIRING NEW SKILLS

By Mike Rother 38

COACHING Corrective feedback

PRACTICE Daily

MASTERY Overcoming

obstacles

KATA Structured

practice routines

(beginner)

CHALLENGE A desired new state

The Improvement Kata

Where do you want to go, then iterate to get there

Advancing toward something beyond your threshold of knowledge in a systematic, scientific way

PROCESS

IMPROVEMENT

The Coaching Kata

Pattern for Teaching the Improvement Kata

Standardized approach to facilitate Improvement Kata skill development in daily work

PEOPLE

DEVELOPMENT

TWO SIDES OF A COIN


THE COACHING KATA ROLES (TWO SIDES OF THE COIN)

Process

(Value

Adders)

1

Team

Process Target

Condition

Learner

(Mentee)

2nd Coach Participates periodically

Pays particular attention

to the coach

(coaches the coach)

1st

Coach

(Mentor) The coach is responsible for teaching the

improvement kata, and for the results

The coach uses the COACHING KATA,

asking the 5 TK questions

3

2

The team owns the target condition

and works to achieve it.

The Learner and team use the

IMPROVEMENT KATA


88

Please expect and allow the learner to make small mistakes in applying the improvement kata!

These are important moments, from which the learner learns how to correctly apply the improvement kata pattern.

USE THE “1-2-3” PATTERN OF TEACHING

The 1-2-3 pattern can be repeated several times within one coaching cycle

Try to understand how the learner is thinking. (Coach is in an observing / questioning mode)

Compare this to the desired pattern -- “the corridor” -- specified by the improvement kata.

Introduce a course adjustment if necessary. (Coach is in an instructing mode)

1

2

3

Coaching Kata 42

1) What is the target condition?

2) What is the actual condition now?

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 experiment) What do you expect?

5) How quickly can we go and see what we Have Learned from taking that step?

A P

C D

Framing questions

The next experiment

Next coaching cycle

Focus in & reflect

A COACHING CYCLE SHOULD LEAD TO SOME KIND OF EXPERIMENT

Coaching Kata

Note that an experiment is a learning experience that doesn't necessarily involve making a change in the focus process. “Further analysis” and “go and see” can be the next step.

43

------(turn the card over)---------

Second Coach . . .

Player #4 Your Job:

• Make sure coach is sticking to script

(5Q card plus clarifying questions)

• What is one thing the Coach could do better?

• What is one thing the Learner could do better?

44

104 45

Class Exercise

93

•Supv ( #2) decide your First Step and

What you Expect.

- OK to discuss with your team

•Fill out PDCA

Cycle Record,

Left Side - Step

- What you expect

47

Design – 1st PDCA

Our Next Major Step: Complete the storyboard


First Time Thru

Output


Buzz Electronics 2,250, stable process, 99% FTY

Supervisors,

Please post all

documents on

your storyboard

as shown here.

Fishbowl Time

Let’s do a 5Q Coaching Kata Cycle

Coaches and Learners take your 5Q Card, and Go to your Storyboard.

DON’T Flip the card

Second Coaches take your

Observation sheet and follow them

First – 5Q Coaching Dialog – Front of Card

3min to Coach 2min to 2nd Coach

ROUND 2: #5 Learner, #2 is Coach

50

Operators

I

12 pcs

TT

5

10

15

Pc/t

20

I

5 pcs

I

2 pcs


Lowest repeatable

observed cycle time

9.8 sec

8.3 sec

Deliverables:

1. Update CC Block Diagram (if necessary) 2. Time Exit Cycles (Can do this for each station

and end of line) 3. Draw Run Chart & Calculate Lowest



POST THE DATA

51

Current Block Diagram

Operators

I

12 pcs

TT

5

10

15

Pc/t

20

I

5 pcs

I

2 pcs


Lowest repeatable

observed cycle time

9.8 sec

8.3 sec

If necessary, update these Current Condition Documentation, Block diagram, Summary sheet, and Operator Cycle time chart if needed

Design – 2nd PDCA

52

Design – 2nd PDCA

Supv (#5) fill out

•PDCA Cycle Record

•Result

•What You Learned

then…

•Your proposed NEXT Step and…

•What you Expect ( 5 min )

53

RH Side

LH Side

~ OK to confer with your team ~

Second – 5Q Coaching Dialog

Fishbowl Time…!!

Mgrs (#5) will

conduct Coaching

Cycle with Supv (#2)

With 5Q Card One pair at a time…

#4 in the 2nd Coach Role

54

Stand Up & Go ( 3 min / each, plus 2 min discussion )

ROUND 3: Player #3 is LEARNER

Player #5 is the Coach

55

Deliverables:





POST THE DATA

56


Operators

I

12 pcs

TT

5

10

15

Pc/t

20

I

5 pcs

I

2 pcs


Lowest repeatable

observed cycle time

9.8 sec

8.3 sec


57

Class Exercise – 3rd PDCA

Class Exercise – 3rd PDCA

RH Side

LH Side

Supv (#3) fill out


•Result

•What You Learned

then…



58


Now for the Heavy Lifting!!

59

Third – 5Q Coaching Dialog

Mgrs (#5) will

conduct Coaching





ROUND 4: Player #3 is LEARNER

Player #5 is the Coach

60

Deliverables:





POST THE DATA

61


Operators

I

12 pcs

TT

5

10

15

Pc/t

20

I

5 pcs

I

2 pcs


Lowest repeatable

observed cycle time

9.8 sec

8.3 sec


Class Exercise – 4th PDCA

62

Class Exercise – 4th PDCA

63


Supv (#1) fill out


•Result

•What You Learned

then…



RH Side

LH Side

Now for the Heavy Lifting!!

64

Fourth – 5Q Coaching Dialog

Mgrs (#3) will

conduct Coaching





ROUND 5:

65

Deliverables:





POST THE DATA

66


Operators

I

12 pcs

TT

5

10

15

Pc/t

20

I

5 pcs

I

2 pcs


Lowest repeatable

observed cycle time

9.8 sec

8.3 sec


128

Current Conditon incl.

run charts

Learner Coach

2nd Coach

OVERALL FORMS FOR COACHING CYCLES

Target Condition Form

PDCA Cycles Record

(key routine) Obstacles Parking Lot

Coaching Cycle Plan / Tracking

Coaching Cycle Observation

Form

The Five Questions (key routine)

Coaching Kata © Mike Rother / Im provem ent Kata Handbook 68

Re

flec

tion 69

Consolidate your Learning

Work silently ( 5 min )

70

Group Discussion

The “ONE BIG THING”

30 seconds please

Single biggest insight

How you might apply

it next week

Let’s hear from each table …

71

THANK YOU!

Brandon Brown, P. E.

[email protected]

479-856-1919

Bill Kraus

[email protected]

870-897-5135

72

mailto:[email protected]

mailto:[email protected]

ams lean 201 - kata overview - 7katasummit.com/wp-content/uploads/2016/02/ex2-brown-final.pdf · 3...

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