SlideShare a Scribd company logo

How many Lean / Kata coaches do we need?

•
•
EmielVanEst
EmielVanEst

How many coaches and improvers are needed if you want to be successful with your Lean or Improvement efforts? Where should you start and who needs to learn the most? Just some questions where this deck of slides may give you something to think about!

Business
1 of 23
Download to read offline
Lean Management Teachers Lean Management Teachers How many Lean / Kata coaches do we need? Let’s do some math! Emiel van Est & Erik Manschot December 2014 © www.leanmanagement.nl
The Toyota Kata Roles © www.leanmanagement.nl Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap 2nd Coach (Mentor)  Coach (Mentor)  Improver (Mentee)  Improver (Mentee)  Verbeteraar (Mentee)  Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Coach (Mentor)  Improver (Mentee)  How many Improvers do we need? How many senior managers need to learn to be a 2nd Coach? How many of our people will participate as a team member? How many middle managers need to learn to be a 1st Coach?
Lean Management Teachers Lean Management Teachers How many do we need? Let´s do the math! © www.leanmanagement.nl
Lower limit = 1:3 Upper limit = 1:6 Coaching ratios for our math 2nd Coach 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver 2nd Coach 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver © www.leanmanagement.nl
Lower limit: Teams of 3 Upper limit: Teams of 15 Team sizes for our math Improver Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Improver Team Member Team Member © www.leanmanagement.nl
Example Calculations 6 6 Role Number of People % of Organisation 2nd coach 1 0% 1st coach 6 3% Improver 36 16% Team member 180 81% Total organisation 223 100% Managment / Coaching Ratio Teams size including Improver 3 3 Role Number of People % of Organisation 2nd coach 1 3% 1st coach 3 10% Improver 9 29% Team member 18 58% Total organisation 31 100% Managment / Coaching Ratio Teams size including Improver Lets see what happens when we try some more combinations! © www.leanmanagement.nl
Team members versus team size © www.leanmanagement.nl 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Team member 3 4 5 6 Coaching Ratio Most people will be engaged in improvement activities as a team member.
Improvers versus team size © www.leanmanagement.nl 0% 5% 10% 15% 20% 25% 30% 35% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Improver 3 4 5 6 Coaching Ratio Smaller teams enable more improvers. More improvers enables more improvement.
1st coaches versus team size © www.leanmanagement.nl Having more improvers working in smaller teams requires more 1st coaches. 0% 2% 4% 6% 8% 10% 12% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 1st Coach 3 4 5 6 Coaching Ratio
2nd coaches versus team size © www.leanmanagement.nl Having more improvers working in smaller teams; being coached by more 1st coaches requires more 2nd coaches. 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 2nd Coach 3 4 5 6 Coaching Ratio Coaching Ratio
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) People using Storyboard 3 4 5 6 Coaching Ratio Number of storyboards © www.leanmanagement.nl All coaches and all improvers will use a storyboard (or something similar).
There seems to be a Sweet Spot Toyota uses team sizes of about 6. Toyota uses coaching ratio’s of about 1 to 4. We typically use management ratios of 1 to 10 up to 1 to …?  The highest number I heard so far is 43..  There is no way you can coach 43 people on a daily basis! As a starting coach you may be able to coach 1 or 2 people. © www.leanmanagement.nl
Sweet Spot © www.leanmanagement.nl 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Team member 3 4 5 6 Coaching Ratio 79% of the people as a team member
Sweet Spot © www.leanmanagement.nl 0% 5% 10% 15% 20% 25% 30% 35% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Improver 3 4 5 6 Coaching Ratio 16% of the people as improvers
Sweet Spot © www.leanmanagement.nl 0% 2% 4% 6% 8% 10% 12% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 1st Coach 3 4 5 6 Coaching Ratio 4% of the people as 1st coaches
Sweet Spot © www.leanmanagement.nl 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 2nd Coach 3 4 5 6 Coaching Ratio Coaching Ratio 1% of the people as 2nd coaches
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) People using Storyboard 3 4 5 6 Coaching Ratio Sweet Spot © www.leanmanagement.nl 21% of the people using a storyboard
Example for an organisation with 400 people Estimated number of people for the different improvement roles:  Improvers = 400 x 16% = 64 people  1st Coaches = 400 x 4% = 16 people  2nd Coaches = 400 x 1% = 4 people  Storyboards = 400 x 21% = 84 boards What would the numbers be for your organisation? © www.leanmanagement.nl
Target skill levels per role Improvement Kata skill level Coaching kata skill level 2nd Coaching Skill Level 2nd coach ✓✓✓✓ ✓✓✓ ✓✓ 1st Coach ✓✓✓ ✓✓ Improver ✓✓ Team member ✓ Who needs to learn the most? Who should start first? © www.leanmanagement.nl
Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap 2nd Coach (Mentor)  Coach (Mentor)  Improver (Mentee)  Improver (Mentee)  Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACyc Parkeerpl Obstakels Vorige Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistr Parkeerplaats Obstakels Vorige Stap Volgen Stap Coach (Mentor)  Improver (Mentee)  Where to focus your attention? Focus your attention on this group of people. They have to learn the most and will be able to get the greatest leverage out of the initial learning efforts. Once this group gets experienced in the use of the Improvement Kata and the Coaching Kata, you can expand at an ever quicker pace engaging more and more people. © www.leanmanagement.nl
Where to start? Who are you? Management Team Member? Middle Manager? Team Leader? Team Member? Lean Coach? Six Sigma Black Belt? © www.leanmanagement.nl How can you take ownership?
Next step Depending on your position in the organization you will face different obstacles. So which one do you pick and what will be YOUR first step? © www.leanmanagement.nl You must be the change You want to see in the world Mahatma Ghandi.
Lean Management Teachers Lean Management Teachers How quickly can we go and see what we learned from taking that step? We hope to hear from you soon! emiel@leanmanagement.nl erik@leanmanagement.nl © www.leanmanagement.nl

Recommended

Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)EmielVanEst
 
Culture and mindset for continuous improvement
Culture and mindset for continuous improvementCulture and mindset for continuous improvement
Culture and mindset for continuous improvementEmielVanEst
 
How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0Mike Rother
 
Introduction to the Improvement Kata
Introduction to the Improvement KataIntroduction to the Improvement Kata
Introduction to the Improvement KataMike Rother
 
Toyota Kata 5 key Factors for Successful Advance Groups
Toyota Kata 5 key Factors for Successful Advance GroupsToyota Kata 5 key Factors for Successful Advance Groups
Toyota Kata 5 key Factors for Successful Advance GroupsBeth Carrington
 
Toyota kata 5 coaching cycles
Toyota kata 5 coaching cyclesToyota kata 5 coaching cycles
Toyota kata 5 coaching cyclesCogent Power Inc
 
Is there a Path to Purpose?
Is there a Path to Purpose?Is there a Path to Purpose?
Is there a Path to Purpose?EmielVanEst
 
Toyota kata presentation 3.8.2011
Toyota kata presentation 3.8.2011Toyota kata presentation 3.8.2011
Toyota kata presentation 3.8.2011Beth Carrington
 

Recommended

Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)EmielVanEst
 
Culture and mindset for continuous improvement
Culture and mindset for continuous improvementCulture and mindset for continuous improvement
Culture and mindset for continuous improvementEmielVanEst
 
How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0How to Deploy the Improvement Kata v7.0
How to Deploy the Improvement Kata v7.0Mike Rother
 
Introduction to the Improvement Kata
Introduction to the Improvement KataIntroduction to the Improvement Kata
Introduction to the Improvement KataMike Rother
 
Toyota Kata 5 key Factors for Successful Advance Groups
Toyota Kata 5 key Factors for Successful Advance GroupsToyota Kata 5 key Factors for Successful Advance Groups
Toyota Kata 5 key Factors for Successful Advance GroupsBeth Carrington
 
Toyota kata 5 coaching cycles
Toyota kata 5 coaching cyclesToyota kata 5 coaching cycles
Toyota kata 5 coaching cyclesCogent Power Inc
 
Is there a Path to Purpose?
Is there a Path to Purpose?Is there a Path to Purpose?
Is there a Path to Purpose?EmielVanEst
 
Toyota kata presentation 3.8.2011
Toyota kata presentation 3.8.2011Toyota kata presentation 3.8.2011
Toyota kata presentation 3.8.2011Beth Carrington
 
Toyota Kata Summary
Toyota Kata SummaryToyota Kata Summary
Toyota Kata SummaryBeth Carrington
 
Kata Creates Culture
Kata Creates CultureKata Creates Culture
Kata Creates CultureMike Rother
 
The Coaching Kata Chain of Coaching
The Coaching Kata Chain of CoachingThe Coaching Kata Chain of Coaching
The Coaching Kata Chain of CoachingMike Rother
 
Toyota Kata
Toyota KataToyota Kata
Toyota KataMike Rother
 
Obstacles as Targeted Learning Questions
Obstacles as Targeted Learning QuestionsObstacles as Targeted Learning Questions
Obstacles as Targeted Learning QuestionsEmielVanEst
 
May The Kata Be With You
May The Kata Be With YouMay The Kata Be With You
May The Kata Be With Youwathomasongtuw
 
Toyota kata for continuous improvement
Toyota kata for continuous improvementToyota kata for continuous improvement
Toyota kata for continuous improvementSudipta Lahiri
 
Toyota Kata Unified Field Theory
Toyota Kata Unified Field TheoryToyota Kata Unified Field Theory
Toyota Kata Unified Field TheoryW3 Group Consulting
 
Toyota kata and beyond
Toyota kata and beyondToyota kata and beyond
Toyota kata and beyondWilliam Judd
 
Toyota KATA Overview Presentation
Toyota KATA Overview PresentationToyota KATA Overview Presentation
Toyota KATA Overview PresentationUTCIS
 
A checklist as the "desired operating-pattern"
A checklist as the "desired operating-pattern"A checklist as the "desired operating-pattern"
A checklist as the "desired operating-pattern"Sameh Zeid
 
Toyota way to lean leadership
Toyota way to lean leadershipToyota way to lean leadership
Toyota way to lean leadershipgolden kumar Micheal
 
About the Toyota Kata Research
About the Toyota Kata ResearchAbout the Toyota Kata Research
About the Toyota Kata ResearchMike Rother
 
A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1Mike Rother
 
European Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing RemarksEuropean Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing RemarksMike Rother
 
Toyota kata-Mike Rother
Toyota kata-Mike RotherToyota kata-Mike Rother
Toyota kata-Mike Rothergolden kumar Micheal
 
Kata Presentation
Kata PresentationKata Presentation
Kata PresentationCLT Valuebased Services
 
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...Mario Charlin
 
Toyota Kata at University
Toyota Kata at UniversityToyota Kata at University
Toyota Kata at UniversityMike Rother
 
Why Your A3 Needs the IK
Why Your A3 Needs the IKWhy Your A3 Needs the IK
Why Your A3 Needs the IKMike Rother
 
How do we get started with Toyota Kata?
How do we get started with Toyota Kata?How do we get started with Toyota Kata?
How do we get started with Toyota Kata?EmielVanEst
 
Our Improvement Story Board
Our Improvement Story BoardOur Improvement Story Board
Our Improvement Story BoardEmielVanEst
 

More Related Content

What's hot

Kata Creates Culture
Kata Creates CultureKata Creates Culture
Kata Creates CultureMike Rother
 
The Coaching Kata Chain of Coaching
The Coaching Kata Chain of CoachingThe Coaching Kata Chain of Coaching
The Coaching Kata Chain of CoachingMike Rother
 
Obstacles as Targeted Learning Questions
Obstacles as Targeted Learning QuestionsObstacles as Targeted Learning Questions
Obstacles as Targeted Learning QuestionsEmielVanEst
 
May The Kata Be With You
May The Kata Be With YouMay The Kata Be With You
May The Kata Be With Youwathomasongtuw
 
Toyota kata for continuous improvement
Toyota kata for continuous improvementToyota kata for continuous improvement
Toyota kata for continuous improvementSudipta Lahiri
 
Toyota Kata Unified Field Theory
Toyota Kata Unified Field TheoryToyota Kata Unified Field Theory
Toyota Kata Unified Field TheoryW3 Group Consulting
 
Toyota kata and beyond
Toyota kata and beyondToyota kata and beyond
Toyota kata and beyondWilliam Judd
 
Toyota KATA Overview Presentation
Toyota KATA Overview PresentationToyota KATA Overview Presentation
Toyota KATA Overview PresentationUTCIS
 
A checklist as the "desired operating-pattern"
A checklist as the "desired operating-pattern"A checklist as the "desired operating-pattern"
A checklist as the "desired operating-pattern"Sameh Zeid
 
About the Toyota Kata Research
About the Toyota Kata ResearchAbout the Toyota Kata Research
About the Toyota Kata ResearchMike Rother
 
A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1Mike Rother
 
European Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing RemarksEuropean Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing RemarksMike Rother
 
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...Mario Charlin
 
Toyota Kata at University
Toyota Kata at UniversityToyota Kata at University
Toyota Kata at UniversityMike Rother
 
Why Your A3 Needs the IK
Why Your A3 Needs the IKWhy Your A3 Needs the IK
Why Your A3 Needs the IKMike Rother
 

What's hot (20)

Toyota Kata Summary
Toyota Kata SummaryToyota Kata Summary
Toyota Kata Summary
 
Kata Creates Culture
Kata Creates CultureKata Creates Culture
Kata Creates Culture
 
The Coaching Kata Chain of Coaching
The Coaching Kata Chain of CoachingThe Coaching Kata Chain of Coaching
The Coaching Kata Chain of Coaching
 
Toyota Kata
Toyota KataToyota Kata
Toyota Kata
 
Obstacles as Targeted Learning Questions
Obstacles as Targeted Learning QuestionsObstacles as Targeted Learning Questions
Obstacles as Targeted Learning Questions
 
May The Kata Be With You
May The Kata Be With YouMay The Kata Be With You
May The Kata Be With You
 
Toyota kata for continuous improvement
Toyota kata for continuous improvementToyota kata for continuous improvement
Toyota kata for continuous improvement
 
Toyota Kata Unified Field Theory
Toyota Kata Unified Field TheoryToyota Kata Unified Field Theory
Toyota Kata Unified Field Theory
 
Toyota kata and beyond
Toyota kata and beyondToyota kata and beyond
Toyota kata and beyond
 
Toyota KATA Overview Presentation
Toyota KATA Overview PresentationToyota KATA Overview Presentation
Toyota KATA Overview Presentation
 
A checklist as the "desired operating-pattern"
A checklist as the "desired operating-pattern"A checklist as the "desired operating-pattern"
A checklist as the "desired operating-pattern"
 
Toyota way to lean leadership
Toyota way to lean leadershipToyota way to lean leadership
Toyota way to lean leadership
 
About the Toyota Kata Research
About the Toyota Kata ResearchAbout the Toyota Kata Research
About the Toyota Kata Research
 
A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1A Definition of "Lean" - Part 1
A Definition of "Lean" - Part 1
 
European Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing RemarksEuropean Lean Educator Conference 2014 - Closing Remarks
European Lean Educator Conference 2014 - Closing Remarks
 
Toyota kata-Mike Rother
Toyota kata-Mike RotherToyota kata-Mike Rother
Toyota kata-Mike Rother
 
Kata Presentation
Kata PresentationKata Presentation
Kata Presentation
 
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
Wissenspool.318.vortrag nr _1__the_challenge_of_developing_lean_management.54...
 
Toyota Kata at University
Toyota Kata at UniversityToyota Kata at University
Toyota Kata at University
 
Why Your A3 Needs the IK
Why Your A3 Needs the IKWhy Your A3 Needs the IK
Why Your A3 Needs the IK
 

Viewers also liked

How do we get started with Toyota Kata?
How do we get started with Toyota Kata?How do we get started with Toyota Kata?
How do we get started with Toyota Kata?EmielVanEst
 
Our Improvement Story Board
Our Improvement Story BoardOur Improvement Story Board
Our Improvement Story BoardEmielVanEst
 
Learning to learn with the improvement kata
Learning to learn with the improvement kataLearning to learn with the improvement kata
Learning to learn with the improvement kataMeryl Runion Rose
 
Toyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata FormsToyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata FormsRichardCGreen
 
Improvement Kata Roles & Structure
Improvement Kata Roles & StructureImprovement Kata Roles & Structure
Improvement Kata Roles & StructureTyson Ortiz
 
Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?EmielVanEst
 
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1Mike Rother
 
How to measure coaching and pdca cycles
How to measure coaching and pdca cyclesHow to measure coaching and pdca cycles
How to measure coaching and pdca cyclesEmielVanEst
 
NonViolent Communication - Gamestorming Barcelona session
NonViolent Communication - Gamestorming Barcelona sessionNonViolent Communication - Gamestorming Barcelona session
NonViolent Communication - Gamestorming Barcelona sessionJaume Jornet Rivas
 
Portable kata storyboard
Portable kata storyboardPortable kata storyboard
Portable kata storyboardBeth Carrington
 
Wie Sie mit Wertstromdesign Ihre Produktion systematisch optimieren
Wie Sie mit Wertstromdesign Ihre Produktion systematisch optimierenWie Sie mit Wertstromdesign Ihre Produktion systematisch optimieren
Wie Sie mit Wertstromdesign Ihre Produktion systematisch optimierenLearning Factory
 
LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...
LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...
LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...LeanCor Supply Chain Group
 
259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibertMario Charlin
 
Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...
Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...
Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...Learning Factory
 
Von der Lähmschicht zur Schwungmasse
Von der Lähmschicht zur SchwungmasseVon der Lähmschicht zur Schwungmasse
Von der Lähmschicht zur SchwungmasseLearning Factory
 

Viewers also liked (20)

How do we get started with Toyota Kata?
How do we get started with Toyota Kata?How do we get started with Toyota Kata?
How do we get started with Toyota Kata?
 
Our Improvement Story Board
Our Improvement Story BoardOur Improvement Story Board
Our Improvement Story Board
 
Learning to learn with the improvement kata
Learning to learn with the improvement kataLearning to learn with the improvement kata
Learning to learn with the improvement kata
 
Toyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata FormsToyota Kata How to Use the Key Improvement Kata Forms
Toyota Kata How to Use the Key Improvement Kata Forms
 
Improvement Kata Roles & Structure
Improvement Kata Roles & StructureImprovement Kata Roles & Structure
Improvement Kata Roles & Structure
 
Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?Did Toyota fool the lean community for decades?
Did Toyota fool the lean community for decades?
 
Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1Kata Slides & Graphics v4.1
Kata Slides & Graphics v4.1
 
Kata bingo
Kata bingoKata bingo
Kata bingo
 
How to measure coaching and pdca cycles
How to measure coaching and pdca cyclesHow to measure coaching and pdca cycles
How to measure coaching and pdca cycles
 
NonViolent Communication - Gamestorming Barcelona session
NonViolent Communication - Gamestorming Barcelona sessionNonViolent Communication - Gamestorming Barcelona session
NonViolent Communication - Gamestorming Barcelona session
 
Topograpiya ng asya
Topograpiya ng asyaTopograpiya ng asya
Topograpiya ng asya
 
Portable kata storyboard
Portable kata storyboardPortable kata storyboard
Portable kata storyboard
 
toyota pdca
toyota pdcatoyota pdca
toyota pdca
 
Wie Sie mit Wertstromdesign Ihre Produktion systematisch optimieren
Wie Sie mit Wertstromdesign Ihre Produktion systematisch optimierenWie Sie mit Wertstromdesign Ihre Produktion systematisch optimieren
Wie Sie mit Wertstromdesign Ihre Produktion systematisch optimieren
 
The Wrong Kata
The Wrong KataThe Wrong Kata
The Wrong Kata
 
LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...
LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...
LeanCor Consulting Webinar: How to Deploy Continuous Improvement in the Wareh...
 
259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert259000828 toyota-kata-presentation-from-keith-deibert
259000828 toyota-kata-presentation-from-keith-deibert
 
VSM Lean Value Stream intro
VSM Lean Value Stream introVSM Lean Value Stream intro
VSM Lean Value Stream intro
 
Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...
Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...
Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...
 
Von der Lähmschicht zur Schwungmasse
Von der Lähmschicht zur SchwungmasseVon der Lähmschicht zur Schwungmasse
Von der Lähmschicht zur Schwungmasse
 

Similar to How many Lean / Kata coaches do we need?

Lean Implementation Brochure
Lean Implementation BrochureLean Implementation Brochure
Lean Implementation BrochureUli Kaiser
 
Barcelona Administrator Study Group-5oct2019
Barcelona Administrator Study Group-5oct2019Barcelona Administrator Study Group-5oct2019
Barcelona Administrator Study Group-5oct2019animuscrm
 
(BridgeKnowle) Year End Checklist for HR - Main Slides
(BridgeKnowle) Year End Checklist for HR - Main Slides(BridgeKnowle) Year End Checklist for HR - Main Slides
(BridgeKnowle) Year End Checklist for HR - Main SlidesKenny Ong
 
OKR's for Agile Coaches - group brainstorming presentation
OKR's for Agile Coaches - group brainstorming presentationOKR's for Agile Coaches - group brainstorming presentation
OKR's for Agile Coaches - group brainstorming presentationThene Sheehy
 
How elearning help_you_to_scale_business__
How elearning help_you_to_scale_business__How elearning help_you_to_scale_business__
How elearning help_you_to_scale_business__Igor Gaponov
 
AIESEC Kolkata | LCVP TM 2015 Transition Part 3
AIESEC Kolkata | LCVP TM 2015 Transition Part 3AIESEC Kolkata | LCVP TM 2015 Transition Part 3
AIESEC Kolkata | LCVP TM 2015 Transition Part 3Kanav N. Sahgal
 
Creating Performance Based Culture through proper people management
Creating Performance Based Culture through proper people managementCreating Performance Based Culture through proper people management
Creating Performance Based Culture through proper people managementKenny Ong
 
Learning Solutions Conf 2019 - Session 302 - xAPI for Instructional Designers
Learning Solutions Conf 2019 - Session 302 - xAPI for Instructional DesignersLearning Solutions Conf 2019 - Session 302 - xAPI for Instructional Designers
Learning Solutions Conf 2019 - Session 302 - xAPI for Instructional DesignersTorranceLearning
 
Optimizely's Optimization Benchmark Findings Webinar Slides
Optimizely's Optimization Benchmark Findings Webinar SlidesOptimizely's Optimization Benchmark Findings Webinar Slides
Optimizely's Optimization Benchmark Findings Webinar SlidesOptimizely
 
Salesforce Circles of Success - August 2015
Salesforce Circles of Success - August 2015Salesforce Circles of Success - August 2015
Salesforce Circles of Success - August 2015SilverlineCRM
 
[pdf] SAFe Lean Portfolio Manager (LPM) Exam | Q & A
[pdf] SAFe Lean Portfolio Manager (LPM) Exam | Q & A[pdf] SAFe Lean Portfolio Manager (LPM) Exam | Q & A
[pdf] SAFe Lean Portfolio Manager (LPM) Exam | Q & AMeghna Arora
 
xAPI for Instructional Designers Torrance Devcamp 2019
xAPI for Instructional Designers Torrance Devcamp 2019xAPI for Instructional Designers Torrance Devcamp 2019
xAPI for Instructional Designers Torrance Devcamp 2019TorranceLearning
 
Soulsailor Consulting and Combined Knowledge - 10 steps to user adoption
Soulsailor Consulting and Combined Knowledge - 10 steps to user adoptionSoulsailor Consulting and Combined Knowledge - 10 steps to user adoption
Soulsailor Consulting and Combined Knowledge - 10 steps to user adoptionAntony Clay
 
Certified Change Management Professional CCMP Webinar 2015 Nov 4
Certified Change Management Professional CCMP Webinar 2015 Nov 4Certified Change Management Professional CCMP Webinar 2015 Nov 4
Certified Change Management Professional CCMP Webinar 2015 Nov 4Jeff Skipper
 
Measuring Performance - Quantifying the Work of a Scrum Master
Measuring Performance - Quantifying the Work of a Scrum MasterMeasuring Performance - Quantifying the Work of a Scrum Master
Measuring Performance - Quantifying the Work of a Scrum MasterStephanie Gasche
 
Get operations management assignment help
Get operations management assignment helpGet operations management assignment help
Get operations management assignment helpEmma Wood
 
Metric on Training & Development
Metric on Training & DevelopmentMetric on Training & Development
Metric on Training & DevelopmentHR Spot
 

Similar to How many Lean / Kata coaches do we need? (20)

Lean Implementation Brochure
Lean Implementation BrochureLean Implementation Brochure
Lean Implementation Brochure
 
Barcelona Administrator Study Group-5oct2019
Barcelona Administrator Study Group-5oct2019Barcelona Administrator Study Group-5oct2019
Barcelona Administrator Study Group-5oct2019
 
(BridgeKnowle) Year End Checklist for HR - Main Slides
(BridgeKnowle) Year End Checklist for HR - Main Slides(BridgeKnowle) Year End Checklist for HR - Main Slides
(BridgeKnowle) Year End Checklist for HR - Main Slides
 
OKR's for Agile Coaches - group brainstorming presentation
OKR's for Agile Coaches - group brainstorming presentationOKR's for Agile Coaches - group brainstorming presentation
OKR's for Agile Coaches - group brainstorming presentation
 
How elearning help_you_to_scale_business__
How elearning help_you_to_scale_business__How elearning help_you_to_scale_business__
How elearning help_you_to_scale_business__
 
AIESEC Kolkata | LCVP TM 2015 Transition Part 3
AIESEC Kolkata | LCVP TM 2015 Transition Part 3AIESEC Kolkata | LCVP TM 2015 Transition Part 3
AIESEC Kolkata | LCVP TM 2015 Transition Part 3
 
Creating Performance Based Culture through proper people management
Creating Performance Based Culture through proper people managementCreating Performance Based Culture through proper people management
Creating Performance Based Culture through proper people management
 
Ad content
Ad contentAd content
Ad content
 
S
SS
S
 
Learning Solutions Conf 2019 - Session 302 - xAPI for Instructional Designers
Learning Solutions Conf 2019 - Session 302 - xAPI for Instructional DesignersLearning Solutions Conf 2019 - Session 302 - xAPI for Instructional Designers
Learning Solutions Conf 2019 - Session 302 - xAPI for Instructional Designers
 
Optimizely's Optimization Benchmark Findings Webinar Slides
Optimizely's Optimization Benchmark Findings Webinar SlidesOptimizely's Optimization Benchmark Findings Webinar Slides
Optimizely's Optimization Benchmark Findings Webinar Slides
 
Salesforce Circles of Success - August 2015
Salesforce Circles of Success - August 2015Salesforce Circles of Success - August 2015
Salesforce Circles of Success - August 2015
 
[pdf] SAFe Lean Portfolio Manager (LPM) Exam | Q & A
[pdf] SAFe Lean Portfolio Manager (LPM) Exam | Q & A[pdf] SAFe Lean Portfolio Manager (LPM) Exam | Q & A
[pdf] SAFe Lean Portfolio Manager (LPM) Exam | Q & A
 
xAPI for Instructional Designers Torrance Devcamp 2019
xAPI for Instructional Designers Torrance Devcamp 2019xAPI for Instructional Designers Torrance Devcamp 2019
xAPI for Instructional Designers Torrance Devcamp 2019
 
Soulsailor Consulting and Combined Knowledge - 10 steps to user adoption
Soulsailor Consulting and Combined Knowledge - 10 steps to user adoptionSoulsailor Consulting and Combined Knowledge - 10 steps to user adoption
Soulsailor Consulting and Combined Knowledge - 10 steps to user adoption
 
Sbmc strategic hrbp
Sbmc strategic hrbpSbmc strategic hrbp
Sbmc strategic hrbp
 
Certified Change Management Professional CCMP Webinar 2015 Nov 4
Certified Change Management Professional CCMP Webinar 2015 Nov 4Certified Change Management Professional CCMP Webinar 2015 Nov 4
Certified Change Management Professional CCMP Webinar 2015 Nov 4
 
Measuring Performance - Quantifying the Work of a Scrum Master
Measuring Performance - Quantifying the Work of a Scrum MasterMeasuring Performance - Quantifying the Work of a Scrum Master
Measuring Performance - Quantifying the Work of a Scrum Master
 
Get operations management assignment help
Get operations management assignment helpGet operations management assignment help
Get operations management assignment help
 
Metric on Training & Development
Metric on Training & DevelopmentMetric on Training & Development
Metric on Training & Development
 

Recently uploaded

Jewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreJewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreNZSG
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesDoe Paoro
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...SOFTTECHHUB
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOne Monitar
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxappkodes
 
digital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingdigital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingrajputmeenakshi733
 
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...ssuserf63bd7
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in PhilippinesEntrepreneurship lessons in Philippines
Entrepreneurship lessons in PhilippinesDavidSamuel525586
 
BAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxBAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxran17april2001
 
Effective Strategies for Maximizing Your Profit When Selling Gold Jewelry
Effective Strategies for Maximizing Your Profit When Selling Gold JewelryEffective Strategies for Maximizing Your Profit When Selling Gold Jewelry
Effective Strategies for Maximizing Your Profit When Selling Gold JewelryWhittensFineJewelry1
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataExhibitors Data
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Americas Got Grants
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdfChris Skinner
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfDanny Diep To
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationAnamaria Contreras
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxShruti Mittal
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfShashank Mehta
 

Recently uploaded (20)

Jewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreJewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource Centre
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic Experiences
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptx
 
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptxThe Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
 
digital marketing , introduction of digital marketing
digital marketing , introduction of digital marketingdigital marketing , introduction of digital marketing
digital marketing , introduction of digital marketing
 
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
Intermediate Accounting, Volume 2, 13th Canadian Edition by Donald E. Kieso t...
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in PhilippinesEntrepreneurship lessons in Philippines
Entrepreneurship lessons in Philippines
 
BAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxBAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptx
 
Effective Strategies for Maximizing Your Profit When Selling Gold Jewelry
Effective Strategies for Maximizing Your Profit When Selling Gold JewelryEffective Strategies for Maximizing Your Profit When Selling Gold Jewelry
Effective Strategies for Maximizing Your Profit When Selling Gold Jewelry
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors Data
 
Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...Church Building Grants To Assist With New Construction, Additions, And Restor...
Church Building Grants To Assist With New Construction, Additions, And Restor...
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptx
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
 

How many Lean / Kata coaches do we need?

  • 1. Lean Management Teachers Lean Management Teachers How many Lean / Kata coaches do we need? Let’s do some math! Emiel van Est & Erik Manschot December 2014 © www.leanmanagement.nl
  • 2. The Toyota Kata Roles © www.leanmanagement.nl Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap 2nd Coach (Mentor)  Coach (Mentor)  Improver (Mentee)  Improver (Mentee)  Verbeteraar (Mentee)  Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Coach (Mentor)  Improver (Mentee)  How many Improvers do we need? How many senior managers need to learn to be a 2nd Coach? How many of our people will participate as a team member? How many middle managers need to learn to be a 1st Coach?
  • 3. Lean Management Teachers Lean Management Teachers How many do we need? Let´s do the math! © www.leanmanagement.nl
  • 4. Lower limit = 1:3 Upper limit = 1:6 Coaching ratios for our math 2nd Coach 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver 2nd Coach 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver © www.leanmanagement.nl
  • 5. Lower limit: Teams of 3 Upper limit: Teams of 15 Team sizes for our math Improver Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Improver Team Member Team Member © www.leanmanagement.nl
  • 6. Example Calculations 6 6 Role Number of People % of Organisation 2nd coach 1 0% 1st coach 6 3% Improver 36 16% Team member 180 81% Total organisation 223 100% Managment / Coaching Ratio Teams size including Improver 3 3 Role Number of People % of Organisation 2nd coach 1 3% 1st coach 3 10% Improver 9 29% Team member 18 58% Total organisation 31 100% Managment / Coaching Ratio Teams size including Improver Lets see what happens when we try some more combinations! © www.leanmanagement.nl
  • 7. Team members versus team size © www.leanmanagement.nl 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Team member 3 4 5 6 Coaching Ratio Most people will be engaged in improvement activities as a team member.
  • 8. Improvers versus team size © www.leanmanagement.nl 0% 5% 10% 15% 20% 25% 30% 35% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Improver 3 4 5 6 Coaching Ratio Smaller teams enable more improvers. More improvers enables more improvement.
  • 9. 1st coaches versus team size © www.leanmanagement.nl Having more improvers working in smaller teams requires more 1st coaches. 0% 2% 4% 6% 8% 10% 12% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 1st Coach 3 4 5 6 Coaching Ratio
  • 10. 2nd coaches versus team size © www.leanmanagement.nl Having more improvers working in smaller teams; being coached by more 1st coaches requires more 2nd coaches. 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 2nd Coach 3 4 5 6 Coaching Ratio Coaching Ratio
  • 11. 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) People using Storyboard 3 4 5 6 Coaching Ratio Number of storyboards © www.leanmanagement.nl All coaches and all improvers will use a storyboard (or something similar).
  • 12. There seems to be a Sweet Spot Toyota uses team sizes of about 6. Toyota uses coaching ratio’s of about 1 to 4. We typically use management ratios of 1 to 10 up to 1 to …?  The highest number I heard so far is 43..  There is no way you can coach 43 people on a daily basis! As a starting coach you may be able to coach 1 or 2 people. © www.leanmanagement.nl
  • 13. Sweet Spot © www.leanmanagement.nl 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Team member 3 4 5 6 Coaching Ratio 79% of the people as a team member
  • 14. Sweet Spot © www.leanmanagement.nl 0% 5% 10% 15% 20% 25% 30% 35% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Improver 3 4 5 6 Coaching Ratio 16% of the people as improvers
  • 15. Sweet Spot © www.leanmanagement.nl 0% 2% 4% 6% 8% 10% 12% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 1st Coach 3 4 5 6 Coaching Ratio 4% of the people as 1st coaches
  • 16. Sweet Spot © www.leanmanagement.nl 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 2nd Coach 3 4 5 6 Coaching Ratio Coaching Ratio 1% of the people as 2nd coaches
  • 17. 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) People using Storyboard 3 4 5 6 Coaching Ratio Sweet Spot © www.leanmanagement.nl 21% of the people using a storyboard
  • 18. Example for an organisation with 400 people Estimated number of people for the different improvement roles:  Improvers = 400 x 16% = 64 people  1st Coaches = 400 x 4% = 16 people  2nd Coaches = 400 x 1% = 4 people  Storyboards = 400 x 21% = 84 boards What would the numbers be for your organisation? © www.leanmanagement.nl
  • 19. Target skill levels per role Improvement Kata skill level Coaching kata skill level 2nd Coaching Skill Level 2nd coach ✓✓✓✓ ✓✓✓ ✓✓ 1st Coach ✓✓✓ ✓✓ Improver ✓✓ Team member ✓ Who needs to learn the most? Who should start first? © www.leanmanagement.nl
  • 20. Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap 2nd Coach (Mentor)  Coach (Mentor)  Improver (Mentee)  Improver (Mentee)  Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACyc Parkeerpl Obstakels Vorige Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistr Parkeerplaats Obstakels Vorige Stap Volgen Stap Coach (Mentor)  Improver (Mentee)  Where to focus your attention? Focus your attention on this group of people. They have to learn the most and will be able to get the greatest leverage out of the initial learning efforts. Once this group gets experienced in the use of the Improvement Kata and the Coaching Kata, you can expand at an ever quicker pace engaging more and more people. © www.leanmanagement.nl
  • 21. Where to start? Who are you? Management Team Member? Middle Manager? Team Leader? Team Member? Lean Coach? Six Sigma Black Belt? © www.leanmanagement.nl How can you take ownership?
  • 22. Next step Depending on your position in the organization you will face different obstacles. So which one do you pick and what will be YOUR first step? © www.leanmanagement.nl You must be the change You want to see in the world Mahatma Ghandi.
  • 23. Lean Management Teachers Lean Management Teachers How quickly can we go and see what we learned from taking that step? We hope to hear from you soon! emiel@leanmanagement.nl erik@leanmanagement.nl © www.leanmanagement.nl