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This was a keynote presentation at the 2013 AME Annual conference in Toronto. Kata Walks are a more focused alternative to Gemba Walks, and a type of structured practice of the Improvement Kata and ...

This was a keynote presentation at the 2013 AME Annual conference in Toronto. Kata Walks are a more focused alternative to Gemba Walks, and a type of structured practice of the Improvement Kata and Coaching Kata patterns.

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  • Full Name Full Name Comment goes here.
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  • Hello Mike, good job, i liked very much this presentation and of the video, ver clear to me, congratulations.
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  • Hi Joakim,
    The video in the SlideShare is simplified for the purpose of presenting at the conference. The effectiveness of a Coach's coaching, and a Learner's learning, depends on the Coach *doing something* with the Learner's response -- whenever that response doesn't fit the patterns specified by the Improvement Kata -- in a way that leaves the Learner with a little deeper understanding than s/he had before. The video does a nice job of demonstrating the pattern of Coaching Cycles in the 'executing' phase of the Improvement Kata.
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  • Thanks for sharing, Mike!
    This was a very useful video I can use, demonstrating for menthes!!

    Joakim
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  • 1. KATA WALKS A  Different  Kind  of  Gemba  Walk   By  Mike  Rother   © Mike Rother! KATA WALKS!
  • 2. -­‐-­‐-­‐  Or  -­‐-­‐-­‐   © Mike Rother! KATA WALKS! 2  
  • 3. Deliberate  prac=ce  to  develop   scien=fic  minds   © Mike Rother! KATA WALKS! 3  
  • 4. THE  FOCUS  OF  THIS  PRESENTATION   Lean  Concepts   Tools   Scien=fic   &  Tech   Itera=on   © Mike Rother! The  Process  of   Making  it  Real   Transforming  our   thinking  and  ac=ng   KATA WALKS! 4  
  • 5. INTRODUCTION   © Mike Rother! KATA WALKS! 5  
  • 6. LET'S  LOOK  AT     THREE  COMMON  PURPOSES   FOR  GEMBA  WALKS   •  TO  SEE    -­‐  To  iden+fy  problems  and  waste.   •  TO  ELIMINATE  WASTE    -­‐  To  learn  why  by  asking  team  members.      -­‐  To  help  resolve  issues.   •  TO  LEARN    -­‐  To  be<er  understand  our  people  &  organiza+on.   © Mike Rother! KATA WALKS! 6  
  • 7. (1)  TO  SEE?   Read  what  you  see   Ca © Mike Rother! y u rea t is? KATA WALKS! 7  
  • 8. (1)  TO  SEE?   Read  what  you  see   Ca y u rea t is? Our  amazing  brain   filled  in  the  blanks!   © Mike Rother! KATA WALKS! 8  
  • 9. (1)  TO  SEE?   Read  what  you  see   IUMRING TQ GQNGIUSIQNS © Mike Rother! KATA WALKS! 9  
  • 10. (1)  TO  SEE?   IUMRING TQ GQNGIUSIQNS But  our  brain   filled  in  the  blanks  here  too   © Mike Rother! KATA WALKS! 10  
  • 11. (1)  TO  SEE?   What  each  of  us  sees,  the  impressions   we  get,  is  affected  by  subconscious   biases  that  all  of  us  naturally  have.   Our  brain  automa=cally  fills   in  gaps,  without  us  realizing  it.   We  may  not  understand  what's   really  happening  just  by  looking   and  asking  ques=ons.   That's  why  the  issues  a  team  works  on   should  be  based  on  what's  learned  through   experiments,  not  on  someone's  impressions.   © Mike Rother! KATA WALKS! 11  
  • 12. (2)  TO  ELIMINATE  WASTE?   Ask  5  people  what  to  improve,  get  5  different  answers   =  Observed  Wastes,   Problems,  Opportuni=es     This  seems   interes=ng   This  seems   important!   There's  always   too  much  to  do,   and  by  random   choices  you  get   nowhere   Illustra3on  by  Teemu  Toivonen   © Mike Rother! KATA WALKS! 12  
  • 13. A  GOAL  OF  'ELIMINATE  WASTE'  IS  TOO  EASY   What  do  you  want  to  achieve?   Things  you   see  that  you   CAN  do   Things  you   discover  you   MUST  do!   Obstacles  that  need  to   be  worked  on  appear   along  the  way.  They're   not  all  visible  at  the   start.   Things  you   see  that  you   CAN  do   Illustra3on  by  Teemu  Toivonen   © Mike Rother! KATA WALKS! 13  
  • 14. (3)  TO  LEARN?   Yes!    A  leader  or  manager  on  a  Gemba  Walk  learns   something  about  the  state  of  things.   And  a  leader  or  manager  is  also  a  teacher.    Anything   they  say  and  do  teaches  ways  of  thinking  &  ac=ng.   So  while  the  Gemba  Walker  (one  person)  is  learning,   each  team  he  or  she  visits  (many  people)  is  having   its  thinking  influenced.  Teaching  may  actually  be  the   most  significant  thing  that's  happening  on  many   Gemba  Walks!   When  a  Gemba  Walker  randomly  asks  about  things,   points  to  things,  suggest  things,  detects  wastes,  gives   compliments,  etc.,  they  may  unwi;ngly  be  teaching  a   mindset  of  random  improvement  instead  of  strategic,   purpose-­‐driven  improvement.   © Mike Rother! KATA WALKS! 14  
  • 15. -­‐-­‐-­‐  THE  SITUATION  IN  SUM  -­‐-­‐-­‐   A  Gemba  Walker  can't  know   specifically  what  each  team  they   visit  should  work  on  next,  and   anything  s/he  says  &  does  will   influence  mindset  and  behavior.   © Mike Rother! KATA WALKS! 15  
  • 16. SO  WHAT  THE  HECK  SHOULD  YOU   DO  ON  A  GEMBA  WALK?!   © Mike Rother! KATA WALKS! 16  
  • 17. A  SOLUTION   AND  ACTIONS   © Mike Rother! KATA WALKS! 17  
  • 18. FOCUS  ON  HOW  PEOPLE  ARE  WORKING   Perhaps  the  most  important  thing  for  a  leader  to  focus   on  during  a  Gemba  Walk  is  not  the  content  of  what   people  are  working  on,  but  the  pa<ern  of  thinking  &   ac+ng  they  u=lize  as  they  improve  and  strive  for  goals.   © Mike Rother! KATA WALKS! 18  
  • 19. WHAT  PATTERN  SHOULD  YOU  TEACH?     It  should  be  used  system-­‐wide  in  daily  work     It  should  be  suitable  for  any  goal  or  problem      (a  content-­‐neutral  Meta  Habit)     It  should  be  based  on  a  scien=fic  model     It  should  include  structured  prac=ce  rou=nes      for  beginners    (proficient  users  can  vary  the  rou3nes)   © Mike Rother! KATA WALKS! 19  
  • 20. THE  IMPROVEMENT  KATA  +  COACHING  KATA   ARE  EXACTLY  SUCH  A  PATTERN   The  following  VIDEO  shows  a  KATA  WALK  in   ac=on,  illustra=ng  structured  prac=ce  of  the   Improvement  Kata  and  Coaching  Kata   © Mike Rother! KATA WALKS! 20  
  • 21. THE  VIDEO  SHOWS  "COACHING  CYCLES"   A  scien=fic  paiern  in  Step  4  of  the  Improvement  Kata   © Mike Rother! KATA WALKS! 21  
  • 22. TWO  FORMS  YOU'LL  SEE   Learner's  Storyboard   Forms  available  on  the   Toyota  Kata  Website   © Mike Rother! KATA WALKS! 22  
  • 23. THE  FIVE-­‐QUESTION  CARD   USED  BY  THE  KATA  WALKER   Back  of  card  -­‐  Reflec+on  Sec+on   Card  is  turned  over   to  reflect  on  the  last   step  /  experiment   © Mike Rother! KATA WALKS! 23  
  • 24. On  Next   Page   © Mike Rother! KATA WALKS! 24  
  • 25. DEVELOPING  A  META  HABIT  THROUGH  PRACTICE   WHAT  you’re  working  on:  The  focus  process  provides  the  content   HOW  you’re  working:    The  Improvement  Kata  provides  the  form   © Mike Rother! KATA WALKS! 25  
  • 26. THE  KATA  WALKER  GOES  THROUGH   A  LEARNING  PROCESS  TOO   The  prac=ce  of   management   is  here   To  be  a  Kata  Walker  you  should  be  a  Learner  first,  so  your   IK  &  CK  skills  are  developed  sufficiently  to  become  a  habit   © Mike Rother! KATA WALKS! 26  
  • 27. CONCLUSION   © Mike Rother! KATA WALKS! 27  
  • 28. FOCUSING  ON  HOW  PEOPLE  WORK   •  The  Improvement  Kata  /  Coaching  Kata  are  a  repeatable   management  model  to  produce  con=nuous  improvement,   adapta=on  &  innova=on.   •  The  Learner  iterates  his  way  forward,  instead  of   "deciding"  the  way  forward.  It's  the  ac+on  of  innova+on.   •  You're  equiping  people  with  a  paiern  and  mindset   that's  not  solu=on  oriented  but  discovery  oriented.  By   teaching  the  Improvement  Kata  &  Coaching  Kata  paierns   you  build  an  organiza=on  that  can  successfully  deal  with   challenges  and  uncertainty.   © Mike Rother! KATA WALKS! 28  
  • 29. THE  ACTION  OF  INNOVATION   That's  how  we   did  it!   © Mike Rother! KATA WALKS! 29  
  • 30. FOCUSING  ON  HOW  PEOPLE  WORK   "You  talk  about  seUng  numerical  targets  and   using  them  to  determine  whether  something  is   acceptable  or  unacceptable,  but  that's  not  really   what  management  is  all  about.    That's  what   you'd  call  'monitoring.'    True  management  is   about  organizing  things  so  that  everyone  works   toward  their  targets."    ~  Taiichi  Ohno   © Mike Rother! KATA WALKS! 30  
  • 31. MORE  INFORMATION   On  the  "Toyota  Kata  Website"   Improvement  Kata  Handbook   The  Improvement  Kata  Handbook  is   for  anyone  who  wants  to  learn  and   master  achieving  effec=ve,  sustainable   con=nuous  improvement,   adap=veness  and  innova=on  in  an   integrated,  systema=c,  scien=fic  way.   © Mike Rother! KATA WALKS! 31  
  • 32. BEST  WISHES!   For  developing  your  scien=fic  mind   © Mike Rother! KATA WALKS! 32