Introducing the Analogic framework for business planning applications
A Practical Approach to Strategy Deployment Using Future State Mapping and the Improvement Kata
1. Welcome to www.verbesserungskata.de
A systematic and practical approach for
Strategy Deployment
By Gerardo Aulinger
with Mike Rother and Mark Rosenthal
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10. These are the Kata Practice Roles
It‘s fractal: The pattern repeats at each level
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11. This Approach to Strategy Deployment
Takes Place in Two Phases
Planning. Consensus on direction and
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specific focal points is developed.
Goals and coaching topics are derived
mathematically and in detail "top down"
from the future-state value stream map.
Execution. Once target conditions
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have been developed: Frequent PDCA
cycles, coaching cycles and upward
communication of current condition and
lessons-learned begin.
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12. The Steps We'll Go Through
We'll focus in on a Gear Broaching process
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13. The steps are linear, but iterative
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14. Phase I: PLANNING
Consensus on Direction is Developed
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15. In Phase 1, coaching topics and goals are derived mathematically
and in detail "top down" from the future-state value stream map
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16. First the Value-Stream-level Coach and his or her Learners
agree on the value stream goals
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17. Nancy and Steve agree on a value stream goal of 15 Days Lead
Time and a gear-machining loop goal of 3 Days of Gear Inventory
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18. Nancy and Steve agree on a value stream goal of 15 Days Lead
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28. These 3 themes, or process improvements, are the equivalent of
future-state „kaizen bursts“ on pages 77-80 in Learning to See
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29. Steve decides to begin by having his Learner Roger work on the
changeover time, and the Improvement Kata pattern repeats
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30. Steve decides to begin by having his Learner Roger work on the
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31. Steve decides to begin by having his Learner Roger work on the
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32. Steve decides to begin by having his Learner Roger work on the
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40. Steve has a weekly schedule of defined coaching-cycle
appointments. Scheduled coaching cycles are done between
9:00 and 11:00 AM. Additional coaching cycles may be done as
needed after that.
No other meetings are scheduled between 9:00 and 11:00 AM
F/*%*&!"*&!''&@2*7*G%&
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43. Phase II: EXECUTION
Daily PDCA and Coaching Cycles Begin
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44. Now daily coaching cycles between Learner and Coach begin
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45. Now daily coaching cycles between Learner and Coach begin
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46. Coaching cycles are built around the Five Coaching Kata Questions.
This pattern of questions is utilized up-and-down the organization.
Here's an example of a Coach's Five-Question card:
The Five Questions
1) What is the Target Condition? Back of card - Reflection Section
2) What is the Actual Condition now?
--------(Turn Card Over)--------------------->
3) What Obstacles do you think are preventing Reflect on the Last Step Taken
you from reaching the target condition? Because you donʼt actually know
Which *one* are you addressing now? what the result of a step will be!
4) What is your Next Step? (next PDCA / 1) What was your Last Step?
experiment) What do you expect?
5) When can we go and see what we 2) What did you Expect?
Have Learned from taking that step?
3) What Actually Happened?
*Youʼll often work on the same obstacle for several PDCA cycles
4) What did you Learn?
Card is turned over to ------------------------------>
reflect on the last step Return
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47. Steve and Roger do at least one coaching cycle every day on the
Broaching Process's current improvement theme: Changeover time
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50. Steve and Roger do at least one coaching cycle every day on the
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