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2012 Gerardo Aulinger, www.verbesserungskata.de
Leading, Learning, InnovationHow to unfo ld extraordinary human capabi l i t iesusing the Improvement Kata
Gerd Aulinger, 2012
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Welcome to www.verbesserungskata.de
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2012 Gerardo Aulinger, www.verbesserungskata.de
What you see here shouldnt work at all, but it does!
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The inline powder-coating equipment in this cell takes up just 11 m2
and cost only 60,000. External logistics were eliminated and
coating costs halved, while quality was improved.
All this was done although coating experts said it couldnt be done!
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What turns ordinary people into real, creative innovators?
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Powder-coating equipment built entirely by ordinaryFestool staff with no powder-coating experience.
Their advantage? They didnt know much, they had
no preconceptions and, above all, they didnt know
that it couldnt be done, but they did have a Kata!
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2012 Gerardo Aulinger, www.verbesserungskata.de
Kataare routines practiced deliberately
to master new ways of acting and thinking, making
them unconscious habits
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The word Kata is derived from learning routines used to internalize combat
techniques in the Japanese martial arts.
They are practiced in order to make this techniques second nature and thereby
fast, reflex reactions, necessary, for example in unpredictable combat situations.
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Unsolved problemsand obstacles
The Improvement Kata is a routine used to make
striving and scientific learning a daily habit
Current
capabilities
Learning task
1- Challenging
2- Solvable
3- Solution-neutral
4- No solution known
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?? ?
???
?
Where we are and where we need to be!
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Why do we need anImprovement Kata?
What might be the role of
managers in this?
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Organisations will never be better than their people
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Good results
through
Good processes
Good employees(capable x motivated)
through
Good leadership
through
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For economic reasons alone, it makes sense to ask:
What do you enjoy about work?
Typical answers given during brainstorming sessions:- Overcoming challenges
- Learning
- Variety, trying new things- Team spirit, constructive exchange of ideas, sense of belonging
- Recognition and praise, celebrating successes
- Seeing progress, improving, making a difference
- Helping other people in their work
- Scope for development, personal responsibility
- Etc.
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Brains are learning organs, so they reward us with joy
when we learn (for example by means of serotonin)
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Brain activity measured using computed tomography, presented by
Prof. Gerald Hther at Production Systems 2009
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What does an appropriate
learning task look like?
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A good example of a challenging learning task
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This learning task
is good because it is:
1- Challenging
2- Solvable
3- Solution-neutral4- No solution is known
Product specifications
- Maximum speed = 250 km/h
- Sale price 700 litres
- Range > 1,000 km
AND- CO2 emissions = 0
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Good target conditions make a task a learnin g task
Reliability = 0.8 x 0.8 x 0.8 50%
3 connected machining centres with a total reliability of 50%
So a target of 70% is set!
R = 0.8 R = 0.8 R = 0.8
The path of least resistance: buffering the disruptions.
No real improvement and nothing is learned!
R = 0.8 R = 0.8 R = 0.8
Target: Reliability = 70%
Target condition: Not defined!
A challenging target condition.
Now we must learn in order to achieve the goal!
Target: Reliability = 70%
Target condition: Buffers = 0R1=R2=R3 = 90%R = 0.9 R = 0.9 R = 0.9
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Coating facility developed in small learning steps and
experiments, most of which led to negative results
Since science (and coating equipment!) evolves through refuted hypotheses, we usually
used cheap and easy to rebuild cardboard and old equipment for the initial experiments.
Not until we were sure if and how it would work did we build production versions.
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Where do teams in
organisations get their
learning tasks?
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Disruptive innovations are new solutions to old problems
Fine tuning
an existing
technology
or innovating
on the ongoing problem
ofknowledge transmission?
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Our current
capabilities and solutions
Customers
problems and needs
Printed
encyclopedia
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2012 Gerardo Aulinger, www.verbesserungskata.de
You dont run to where the ball is,
but to where its going to be!
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Just fine-tuning our core competencies doesnt guarantee our future
success. Although we are advised to focus on them, this may be a trap.
We should also focus on our core in-competencies
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Do you know your organisations core in-competencies?
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A definition:
Core in-competencies: currently non-existent
competencies that can become future corecompetencies, and indispensable for your organizations
long-term competitiveness and survival.
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Customers dont want drills , they want holes!
Examples of current solutions
Car with combustion engine
Kerosene-powered aircraft
DVDs and CDs
Chemical photographyDrill
The solutions our company offers are
based on its current competencies and
expertise.
and the underlying neutral needs:
Personal mobility
Flying
Films and music
PhotographyHoles
Customer problems and needs are by their
nature of longer duration than the solutions
offered by our companies, they are solution-
neutral.
Company Customer
Our current
capabilities and solutions
Their problems
and needs
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Why should someone
voluntarily enter the learning
zone, with all its attendant
risks?
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If you think it can be done or if you think it cant be
done, you will be right! - Henry Ford
Challenge
Mindset
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It can be done!
Why?
Positive line of
argument
Search for solutions
High
probability of success
I told you: it can be done!
It cannot be done!
Why?
Negative line of
argument
Search for problems
Low
probability of success
I told you: it cannot be done! .
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Learning organisations feel comfortable with striving
to learn about their core in-competencies
Company Customer
Current
capabilities and
solutions
Problems
and needs
Company Customer
Current
capabilities and
solutions
Problems and
needs
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Core competencies:
focus on what we can do well
Innovation:
focus on what we cant yet do
I avoid it!
Im OK with it!
I like it!
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Regular Kata practice and coaching can change a
conservative mindset into an open, explorative attitude
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Certainty Certainty
Explorative attitude
of a kata novice
Conservative attitude
(the norm)
Certainty
Explorative attitude
of an experienced
kata practitioner
I avoid it!
Im OK with it!
I like it!
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Through frequent practice more electrical impulses are
fired and synapses are trained to perform better.
Untrained synapse Trained synapse
High electricalresistance
Low electricalresistance
changeablechemical bond
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Which management
routines help us develop
people for the learningzone?
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Its through coaching that the mentee learns how to
apply the Improvement Kata in a natural way
1- Target condition?
1- Challenging
2- Solvable
3- Solution-neutral
4- Theres no solution known
2- Current
condition? 3 - Current obstacles?
The Improvement Kata:
4 - Next step?
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The Coaching Katas 5 questions:
1- What is the target condition for this process?2- What is the current condition of this process?
3- What obstacles are currently preventing you from achieving the target condition?
4- Which one obstacle will you tackle next and what is therefore your next step?
5- When will we be able to see what you have learned from the next step?
5 When can we goand see?
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Dont forget, fearful beginners need your experience and
coaching support to learn to accept the uncertainty-zone
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Unsolved problems
Since the beginner
feels stress
the experienced
coach should transmit
confidence
Target
condition
?
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?
?
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Unsolved problems
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I avoid it!
Im OK with it!
I like it!
Being allowed to make mistakes is
essential for scientific work and learning.
The coach must understand this in order to
be accepted by his mentee as a teacher, criticism
and control should be avoided at any time!
Currentcondition
Target
condition
Currentcondition
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Kata coaching cascade consisting of four roles,
only 1 and 2 should solve process problems.
1 Employee in the process: Can I work according to standard?
2 Process improver: Is the (production) process running according to standard?
3 Coach: Is the improvement process running according to the IK?
4 Coach-Coach: Is the coaching process running according to the CK?
Level 1
Development of(production) processes
Level 2
Employee andorganisation development
Employeein the process
Coach
Coach-Coach
1
2
3
4
IK
CK1
CK2
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Process improver
(employee
on the process)
1
2 3 4
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What can we learn
from this for our
organisations?
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Most automotive manufacturers build good cars.
We build good peoplewho build good cars -Toyota
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Optimisation by experts
in periodic workshops
Process
Improvement capacity and
innovation remain unharnessedand are kept small.
Optimisation by everybody
everyday!
Process
Improvement capacity and
innovation are fully harnessedand get expanded continually.
The Improvers
The Improvers
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More than only choosing tasks that suit our capabilities,
we should also develop and use our special human
capabilities to meet new challenges
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Company
Current
knowledge
threshold
Sell our
capabilities
Customer
Develop new
capabilities
Future
knowledge
threshold
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If organisations will never be better than theirpeople,
where should managers be investing their time?
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Focus in the past:
+ ROI-based decisions
+ Mistrust and control
+ Extrinsic motivation
Focus from now on:
+ Improvement Kata including target costing
+ Employee development via Coaching Kata
+ Intrinsic motivation
Good results
through
Good processes
Good employees(capable x motivated)
through
Good leadership
through
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Leading, Learning, InnovationHow to u nfo ld extraord inary human capabi l i t ies
us ing the Imp rovement Kata
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Welcome to www.verbesserungskata.de
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Gerardo Aulinger
Gerd Aulinger has worked as a researcher, consultant
and trainer for the past 15 years. From 2007 to 2011
he was in charge of stationary-device production atFestools Neidlingen plant, overall winner of
Germanys 2008 Factory of the Year competition.
Gerds initial focus was on the management of
production optimisation and design projects in
various industries. He has since focused increasinglyon development and field-testing of modern, Toyota-
inspired management methods.
Gerds approaches are geared towards maximising
flow by optimising employee skill development and
motivation. Toward this end he coaches managers
and leaders in the application of the Improvementand Coaching Kata with a view to achieving
exceptional results.
Gerardo Aulinger
Kata ambassador, researcher,
management trainer and coach
E-mail: [email protected]
Mobile: +49 170 2134018