Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

VSM and Toyota Kata

10.942 Aufrufe

Veröffentlicht am

On the 20th Anniversary of the book "Learning to See" Mike Rother and Jeff Liker reflect on what they've learned about turning value stream maps into reality. In the community of Toyota Kata practitioners, VSM has evolved to fill a particular role (as described in this SlideShare) rather than being a thing unto itself. TK practitioners tend to use VSM *within* the context of a way of striving for goals - i.e., within TK's scientific way of working and thinking. (Note: You can download the PowerPoint slides via www.tinyurl.com/VSMslides)

Veröffentlicht in: Business
  • Als Erste(r) kommentieren

VSM and Toyota Kata

  1. 1. Things We’ve Learned Since By Mike Rother and Jeff Liker November 2018 1
  2. 2. If you’ve ever made a VS map, this SlideShare is for you 2
  3. 3. 2019 is the 20th Anniversary of the Book Learning to See In 1999, LTS kicked off worldwide interest in Value Stream Mapping. VSM has become the tool for analyzing & designing work flows at the door-to-door system level, and LTS is a widely-used instruction manual. 3
  4. 4. What Have We Learned Since Learning to Map? 4
  5. 5. A Lot of VSM Information Has Been About How to Do VS Mapping A different issue is not how to do better mapping, but rather ... what do you do with a future-state map? 5 How do you make what your map depicts real??
  6. 6. A significant area of learning for us has been how to turn future-state VS maps into reality, rather than wallpaper. 6
  7. 7. A future-state map provides a high-level picture of an imagined material and information flow 7
  8. 8. Then What? New Ways of Working Once you’ve drawn a future-state map how do you effectively handle the effort to move from current to future-state? 8
  9. 9. We convert our imagined future into a list of implementation actions. Ironically these action-item lists are made at the point of maximum uncertainty about how the implementation will actually go. Problem #1: An action list is only a prediction, and a poor one at that 9
  10. 10. A value stream design involves multiple departments, processes and people. It’s more complicated than modifying a single process. Problem #2: 10
  11. 11. So Much Can (and will) Go Wrong 11
  12. 12. Taleb,N.N.(2012).Antifragile:Thingsthatgainfromdisorder. NewYork:RandomHouse. What Do You Do? Here’s Nassim Nicholas Taleb on Dealing with Uncertainty Outperformance arises from optionality rather than intelligence.* Translation: Instead of trying to know in advance what is going to happen, position yourself in such a way that you have options to test. The advantage of optionality is that as the world grows increasingly difficult to predict, you can thrive in spite of not knowing the future. * 12
  13. 13. "Let'stryitandsee" It’s Scientific Thinking! Source: Toyota Kata Practice Guide 13 What you learn in one step can influence what you do in the next step
  14. 14. Scientific Thinking is Like Navigating with a Compass Scientific thinking may be the best means we have for navigating through complex, dynamic, unpredictable territory toward challenging goals such as a future-state value stream design You’ve defined a direction, but the path to your future state, and even what your future state ends up looking like, is not entirely predictable. 14
  15. 15. “We place the highest value on actual implementation and taking action. There are many things one doesn’t understand and therefore we ask them why don’t you just go ahead and take action: try to do something? You realize how little you know and you face your own failures and redo it again and at the second trial you realize another mistake or another thing you didn’t like so you can redo it once again. So by constant improvement or, should I say, the improvement based upon action, one can rise to the higher level of practice and knowledge.” -- Fujio Cho, former President, Toyota Motor Company (as quoted in The Toyota Way) In 2004 The Toyota Way Described the Approach 15
  16. 16. In 2009 Toyota Kata Gave Us a Way to Practice It The Improvement Kata and Coaching Kata gave us practical scientific-thinking practice routines for navigating the way to our desired future. 16
  17. 17. 1A future-state map is sometimes even called a “Challenge Map.” It’s a Great Match Source: Toyota Kata Practice Guide VSM helps you define direction Toyota Kata helps you builds skills to get there 17 Conduct Experiments to Get There
  18. 18. Value Stream Mapping provides a shared picture of delivering customer value Source: Toyota Kata Practice Guide 18 Challenge
  19. 19. Toyota Kata helps teams practice an effective means for getting there Source: Toyota Kata Practice Guide 19 Challenge
  20. 20. It’s just like what we found at Toyota Everyone in an organization doesn’t do VSM, but everyone benefits from practicing Toyota Kata Setting direction with VSM is the responsibility of a few people Practicing the Improvement Kata and Coaching Kata involves everyone 20 Challenge
  21. 21. We need both a sense of direction, and team scientific-thinking skills for moving there (A) A direction, through value stream mapping (B) Working scientifically with the Improvement Kata to get there Lesson Learned 21
  22. 22. 1999 2004 2009 2018 20 Years of Learning & Sharing - So Far 2015 First Annual Kata Summit 22
  23. 23. Be Part of What’s Next! 23
  24. 24. And thank you for joining us on the trip! 24

×