Improvement January 16 2018 Lets Get Acquainted 30 Minutes Kata Coaching Agenda Lean Leadership in the Pursuit of Excellence Coaching for Commitment KaizenKata Improvement Process ID: 820267
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Coaching Kata for Continuous Improvemen
Coaching Kata for Continuous Improvement January 16, 2018Letâs Get Acquainted30MinutesKata Coaching Agendaâ¢Lean Leadership in the Pursuit of Excellenceâ¢Coaching for Commitmentâ¢Kaizen/Kata Improvement Processâ¢KATA Mindsets
for Continuous Learningâ¢Coaching Kat
for Continuous Learningâ¢Coaching Kata for Daily Improvementâ¢Creating Habits of Scientific Thinkingâ¢Coaching for Developing Leaders/Assessmentsâ¢Have Fun Learning Together© 2017 LeanWork LLC 3Tennis Ball Exercise1.Rules of Engag
ement2.Must begin and end with me3.E
ement2.Must begin and end with me3.Everyone must touch the ball4.Remember the process sequence5.Debrief10MinutesWhat are We Trying to Achieve?Excellence!10MinutesTrendsOutside EnvironmentâCustomer expectations are risingâIn
tense competition âMethods are bei
tense competition âMethods are being challengedâEmployee Engagement is lowWe Must:âCommit to ExcellenceâDo things right the first time and every timeâTake cost and waste out of our processes and systemsâUse our knowledge
and experience © 2017 LeanWork LLC 6
and experience © 2017 LeanWork LLC 6© 2017 LeanWork LLC © 2017 LeanWork LLC7In Pursuit of ExcellenceExcellence Has No Boundaries7At the Center of Excellence?HowWhatWhy© 2017 LeanWork LLC 8Operational ExcellenceA strategy mindset o
f leadership, teamwork, and employe
f leadership, teamwork, and employee engagement resulting in extraordinary performance by focusing on customer needs, standardizing processes and continuous improvement to optimize effectiveness. © 2017 LeanWork LLC 9Elements of
Excellence CULTURELEANTOO
Excellence CULTURELEANTOOLSExceptionalValue Creation© 2017 LeanWork LLC 10Breakout SessionïTake 3 Minutes Individually?ïBreak into two groups â12 MinutesïDiscuss and Develop a Master List? © 2017 LeanWork LLC
11Barriers to Excellence OppositionV
11Barriers to Excellence OppositionVision/PurposeClearStrategyEmployee EngagementStandardizedProcessesKtLâsCynicismClearStrategyEmployee EngagementStandardizedProcessesKtLâsInactionEmployee EngagementStandardizedProces
sesKtLâsOverworkStandardizedProces
sesKtLâsOverworkStandardizedProcessesKtLâsConflictKtLâsFrustrationValuesValuesVision/PurposeValuesVision/PurposeClearStrategyValuesVision/PurposeClearStrategyEmployee Engagement?ValuesVision/PurposeClear Strateg
yEmployee EngagementStandardizedProc
yEmployee EngagementStandardizedProcessesKtLâsExcellenceValues?????Vision/PurposeClear StrategyEmployee EngagementStandardizedProcesses© 2017 LeanWork LLC 12Values KtLâsCynicismVisionMissionClear StrategyEmployee
EngagementStandardizedProcessesValue
EngagementStandardizedProcessesValues answers the questions:ïWhat is it like to work around here?ïWhat gets recognized and rewarded?© 2017 LeanWork LLC 13HighHighLowLowCoaching Engagement StrategyLearning© 2017 LeanWork LLC 1
5Organizational Alignment© 2017 LeanWo
5Organizational Alignment© 2017 LeanWork LLC Vision & PurposeValuesGrowth StrategyOperational StrategyKey InitiativesKtLâsCI StrategyExecution PlanKey InitiativesKtLâsCI StrategyExecution Plan16Tennis Ball Exercise âRound
210MinutesArt of Coaching Breakout O
210MinutesArt of Coaching Breakout Of Your Comfort Zone© 2017 LeanWork LLC 19ïBreak into groups of TwoïSelect a Learner and a CoachïImprove your Juggling Skills What Do We Need?Coaching Model â¢TopicTâ¢GoalGâ¢Outcome
Oâ¢RealityRâ¢OptionsOâ¢Way F
Oâ¢RealityRâ¢OptionsOâ¢Way ForwardW21Coaching Worksheet TopicGoalOutcomeRealityOptionsWay Forward22Round 2 -Breakout Of Your Comfort Zone© 2017 LeanWork LLC 23ïBreak into groups of TwoïSelect a Learner and a Coac
hïUse Coaching Model WorksheetïI
hïUse Coaching Model WorksheetïImprove your Juggling Skills Forming a Habit â¢TriggerTâ¢Creates a RoutineRâ¢Receives a RewardRâ¢Repeated with same ResultRHabits provide routines patterns of thought that allows our brains
to be on auto-pilot© 2017 LeanWork L
to be on auto-pilot© 2017 LeanWork LLC 24ïLeave your ego at the door ïAsk questionsïListen for CluesïFact based Thinking ïLet the data drive actionsïCommit to learning togetherïValue each other ïHave a Mindset
of customer serviceïBe committed to
of customer serviceïBe committed to their successCoaching Focuses on Learning and Developing Patterns of Behavior Coaching Tips© 2017 LeanWork LLC 25Round 3 -Breakout Of Your Comfort Zone© 2017 LeanWork LLC 26ïBreak into groups o
f TwoïSelect a Learner and a Coachï
f TwoïSelect a Learner and a CoachïUse Coaching Model WorksheetïImprove your Juggling Skills â¢Identify specificcontinuous improvement process strategiesâ¢Patternof thinking and mindsetsâ¢Developing new patterns of
behaviorCoaching for Continuous Improv
behaviorCoaching for Continuous Improvement It takes 21 days to build a habit© 2017 LeanWork LLC 27Improvement Strategy Kaizen Focuses on the Known IssuesKata Focuses on the UnknownLean tools and techniques to improve quality, cost, deli
very and 5SA daily routine of scientifi
very and 5SA daily routine of scientifically thinking and experimentingSupervisors become Leaders and Coaches of the Improvement Process © 2017 LeanWork LLC 28x x x x x x x x x x x x x x xx x x x x x x x x x x x x x x x x x xx x x x
x x CI Improvement Overview Challenge
x x CI Improvement Overview ChallengeVisionRole of LeadershipCurrent State of OperationKnown obstaclesX????????????????TC1TC2TC3Target ConditionsThreshold of KnowledgeUnknown obstacles29HighDecision MatrixHighLowLowKa
taPDCA CyclesKaizenJust do itDonât
taPDCA CyclesKaizenJust do itDonât DoâsGo See© 2017 LeanWork LLC 30Kaizen Focuses on the Known IssuesLean methods to improve:â¢Safetyâ¢Qualityâ¢Deliveryâ¢Productivityâ¢Customer SatisfactionKaizen Strategy Ready âA
im -Fire© 2017 LeanWork LLC 31â¢D
im -Fire© 2017 LeanWork LLC 31â¢Defined Goals and Scopeâ¢Cross Functional Teamâ¢Assigned Team Leaderâ¢Specific Time Frame â¢5 to 7 is an Optimal Sizeâ¢Combination of Training and Doingâ¢Facilitated Sense of Urgencyâ¢Im
plement Solutionsâ¢Documented Report
plement Solutionsâ¢Documented Report OutKaizen Team© 2017 LeanWork LLC 32Kata are structured practice routinesKata involves the invisible art of thinking and patterns of behavior which form habits.A daily routine of scientifically think
ing, experimenting and learningWhat is
ing, experimenting and learningWhat is Kata?© 2017 LeanWork LLC 33Develops patterns of learning that increase a teams ability to:â¢Engage in true Problem Solvingâ¢Over come barriersâ¢Share Informationâ¢Take Responsibilityâ¢Gai
n Common CommitmentLean Leaderâs beco
n Common CommitmentLean Leaderâs become Coaches of the Improvement Process Kata Effect© 2017 LeanWork LLC 34Kata Focuses on the Unknown IssuesEffectiveness = Thinking x BehaviorKATA Strategyâ¢Combines analytical thinkingâ¢Structure
d repeatable routinesâ¢Transforms hab
d repeatable routinesâ¢Transforms habitsâ¢Develops problem solving skills LearningExperimentingPractice© 2017 LeanWork LLC 35Be data drivenTake logical steps toward the target conditionUnderstand key areas of process variationProvid
e a systematic method to change behavior
e a systematic method to change behaviorAllow decision to be made at point of useSupport learning to think differently through experimentationIs the Means to:Scientific Thinking© 2017 LeanWork LLC 36Can you read this?Please read aloud what
you seeCa y u rea t is© 2017 Lean
you seeCa y u rea t is© 2017 LeanWork LLC 37Can you read this?Please read aloud what you seeLUMPING TO CONCLUSIONS© 2017 LeanWork LLC 38AssumptionsPlease read aloud what you seeLUMPING TO CONCLUSIONS© 2017 LeanWork LLC 39Coachin
g Improvement Structure© 2017 LeanWork
g Improvement Structure© 2017 LeanWork LLC Vision & PurposeLearnerLearnerLearnerLearner40CoachCoach2ndCoachKata Process ïImprovement Routine:ïIdentify a ChallengeïUnderstand the Current ConditionïIdentify the Focus Pro
cessïEstablish a Target Conditionï
cessïEstablish a Target ConditionïMeasure the Actual ConditionïIdentify the ObstaclesïConduct a PDCAïRepeat the Process© 2017 LeanWork LLC 41Kata Improvement BoardFocus Process
Challenge StatementTC#1 Achiev
Challenge StatementTC#1 Achieve by Target ConditionImprovement StepsCoaching CyclePDCA CyclesExperimental CycleBlock DiagramDate/ActionsExpectationsWhat Happens?What did we learn?Process CharacteristicsWhat do you expect to
happen?Facts and DataAbout the proble
happen?Facts and DataAbout the problem?Process Metrics Detailed StepsImpact?ProcessOutcome MetricsMeasurementsWhat do you expect to learn?ObstacleDoes it build from other PDCAâsHow will it impact your next PDCA cycle?Current Co
nditionTimingBlock DiagramProcess Cha
nditionTimingBlock DiagramProcess Characteristics Brainstorm Improvement ListTrack KPI'sObstaclesProcess MetricsTrack KPI'sNegative ImpactFact basedOutcome Metrics© 2017 LeanWork LLC 42Challenge Statement ïCompelling & Impactful
:ïStretchïTeam FocusedïAchie
:ïStretchïTeam FocusedïAchievableïTime BasedïReviewedïCelebratedïProvide Organizational Alignment© 2017 LeanWork LLC 43It would be AWESOMEif by August 2018 the MLC had 50 organizational members actively involved w
ith lean principles across the state of
ith lean principles across the state of Michigan. Current Condition ïUnderstanding Current State:ïBlock Diagram or Value Stream the ProcessïIdentify Pain PointsïArea of WasteïWorkplace OrganizationïCollect & Analyze Data
ïIdentify the Focus ProcessïMeasu
ïIdentify the Focus ProcessïMeasure the Actual Condition© 2017 LeanWork LLC 44Focus Process ïHighlights a Process Step for Improvement:ïIdentifies Improvement ScopeïProvides Team FocusïHigh Potential for Improvement an
d ImpactïSets up area for Experimen
d ImpactïSets up area for Experiments and Leaning© 2017 LeanWork LLC 45Target Condition ïMilestone toward Challenge:ïGap from Current State to Target ConditionïProvides DirectionïSets targets for PDCA CycleïMust be Ti
me BasedïMaximum of 50% improvement
me BasedïMaximum of 50% improvement per target conditionScrap %Performance Challenge© 2017 LeanWork LLC 46Obstacles ïList of Barriers:ïFact basedïNegative impact on TCïMeasurableïDefines the problem statementïLe
ads to Cause and Effect Relationships©
ads to Cause and Effect Relationships© 2017 LeanWork LLC 47Obstacle Analysis © 2017 LeanWork LLC PeopleInformationMethodStandardizationImprovement Actions48Go and See ââ¢Direct Observationâ¢Data Collectionâ¢Learn more a
bout the processExploratory Experiments
bout the processExploratory Experimentsâ¢Introducing a change to the processâ¢Need to observe to understand effectTesting a Hypothesisâ¢Implementing a single change to a process factor with a prediction of expected results© 2017 LeanW
ork LLC 49Three Types of PDCA Cyclesâ
ork LLC 49Three Types of PDCA Cyclesâ¢What is the target condition?What is your challenge condition?â¢What is the actual condition now?â¢What process step are you going to focus on now?Define current state and area of focus?â¢What
is your target condition?What is your t
is your target condition?What is your target condition? â¢What obstacles do you think are preventing you from reaching the target condition? Which one are you addressing now?Identify Obstaclesâ¢What is your next step? What do you expect?
â¢How soon can we find out what we hav
â¢How soon can we find out what we have learned from taking that step?Determine next steps and timingCoaching Questions for Daily Review© 2017 LeanWork LLC 50â¢Learner describes last step. Coach -What did you plan as your last step?â
¢Learner reviews expected results.Coac
¢Learner reviews expected results.Coach -What did you expect to happen?â¢Learner explains what happened with data.What actually happened? â¢Learner summarizes what was learned during the PDCA process.What did you learn?â¢Leaner stat
es what actions are going to be taken ne
es what actions are going to be taken next with applied learning.What is your next step?Coach & Learner PDCA Cycle© 2017 LeanWork LLC 51© 2017 LeanWork LLC Kata Coaching ModelTimeImprovementCurrent ConditionTarget ConditionChallengeTa
rget Condition52â¢Cross Functional T
rget Condition52â¢Cross Functional Teamâ¢Learnerâ¢Team Membersâ¢First Coach â¢3-5 team membersâ¢Stand up meetingâ¢Documented PDCA Cyclesâ¢Facilitated Sense of LearningKata Team Structure © 2017 LeanWork LLC 53ïE
stablish daily Kata Team HuddlesïDo
stablish daily Kata Team HuddlesïDocument team activitiesïKata BoardïPDCA Cycle FormïObstacle List ïPlan an improvement everydayRole of the Learner© 2017 LeanWork LLC 54Problem SolversïAttends daily Kata Team Huddles
ïMonitor Learnerâs progress on Kat
ïMonitor Learnerâs progress on Kata BoardïAsk Questions related to the challengeïObserves team and provides feedbackïListens more than they talkïCares about learners progressïSee their role as a process to develop the l
earnerâs abilities and build trust.ï
earnerâs abilities and build trust.ïEstablish milestones for team celebrationsïRe-evaluate the project when the target condition is metïEstablish a new target conditionRole of First Coach© 2017 LeanWork LLC 55ïAttends dail
y Kata Team Huddles weeklyïChalleng
y Kata Team Huddles weeklyïChallenges MindsetsïStretches thinking out of comfort zoneïMoving experimenting from comfort zone to learning zoneïProvides an Adaptive MindsetïProvides bases for improving Scientific Thinkingï
Observes Team and First CoachïProvi
Observes Team and First CoachïProvides First Coach Feedback and takes responsibility for their development.ïCreates a culture of engagementRole of Second Coach© 2017 LeanWork LLC 56Dreyfus Model of Acquiring Skills1TargetCond
ition?2Current Condition?3Obstacle?
ition?2Current Condition?3Obstacle?4Next Step?5Experiment1Target Condition2Current Condition3ObstacleRepeat4Next StepBasedonadiagrambyDonClark http://nwlink.com/~donclark/leader/leader.htmlThe Coaching Cyc
le Pattern© 2017 LeanWork LLC 58Kata
le Pattern© 2017 LeanWork LLC 58Kata Improvement BoardFocus Process Challenge StatementTC#1 Achieve by Target ConditionImprovement StepsCoaching CyclePDCA CyclesExperimental CycleBl
ock DiagramDate/ActionsExpectationsWh
ock DiagramDate/ActionsExpectationsWhat Happens?What did we learn?Process CharacteristicsWhat do you expect to happen?Facts and DataAbout the problem?Process Metrics Detailed StepsImpact?ProcessOutcome MetricsMeasurementsWhat do y
ou expect to learn?ObstacleDoes it bu
ou expect to learn?ObstacleDoes it build from other PDCAâsHow will it impact your next PDCA cycle?Current ConditionTimingBlock DiagramProcess Characteristics Track KPI'sObstaclesProcess MetricsTrack KPI'sNegative ImpactFact bas
edOutcome Metrics© 2017 LeanWork LLC
edOutcome Metrics© 2017 LeanWork LLC 59Kata Improvement BoardFocus Process Challenge StatementTC#1 Achieve by Target ConditionImprovement StepsCoaching CyclePDCA CyclesExperimental
CycleDate/ActionsExpectationsWhat Hap
CycleDate/ActionsExpectationsWhat Happens?What did we learn?Current ConditionTrack KPI'sObstacles© 2017 LeanWork LLC 60Key BehaviorsNeverAlwaysâ¢PDCAs, Target Conditions read like a story.â¢Outcomes and implications detailed.â
¢Data complete and organized.â¢Knowl
¢Data complete and organized.â¢Knowledge of process details and KATA evident.KEY BEHAVIORSKEY BEHAVIORSNeverAlwaysâ¢Learner is truly iterating towards the target condition along a path defined by the obstacles.â¢Learning and subse
quent action take place as a natural re
quent action take place as a natural result of the outcomes of the PDCAs.KEY BEHAVIORSKEY BEHAVIORSNeverAlwaysâ¢All PDCAs and actions are carefully designed to clear the path to TC and Challenge.â¢Metrics are continuously monitored t
o ensure that progress is made towards
o ensure that progress is made towards TC and Challenge.KEY BEHAVIORSKEY BEHAVIORSNeverAlwaysâ¢Hypotheses and assumptions only based on clear data.â¢trogression from âDo Seeâ to âExperimentalâ to âHypothesisâ tDCAs eviden
t through data.KEY BEHAVIORSKEY BEHA
t through data.KEY BEHAVIORSKEY BEHAVIORSCharacteristics: Patterns of BehaviorImpatient:ShowingEmpathy:Learn to recognize specific behaviors that contribute to a characteristic.CharacteristicPattern of BehaviorCoaching PlanAttention t
o Detail:20MinutesCharacteristics: Pa
o Detail:20MinutesCharacteristics: Patterns of BehaviorLearn to recognize specific behaviors that contribute to a characteristic.CharacteristicPattern of BehaviorCoaching PlanProcess:Date:Start:Stop:Minutes:CoachLearnerQ1Q2Q3Q4
Q5Coaching Cycle Observation Form64C
Q5Coaching Cycle Observation Form64Coaching -Doâs and DonâtsïSchedule Regular coaching cyclesïEstablish meeting agendaïKeep learner focused on processïAsk questions to uncover the unknownïConduct infrequently coachin
g cyclesïPermit unstructured and d
g cyclesïPermit unstructured and disorganized discussionsïCocus on the coachâs preconceived ideas© 2017 LeanWork LLC 65Leadershipâs Role in Kata LmplementationïProvide ResourcesïCoach, Learner & Team Members â3 to 5 T
otalïSecond CoachïLeadership Rol
otalïSecond CoachïLeadership RoleïSet ChallengeïUnderstand Kata ProcessïCommunicate the âWhyâïReview learning, results and support team activitiesïAttend team meetings at scheduled times © 2017 LeanWork LLC 66In
ConclusionRelentlessPursuit of Excelle
ConclusionRelentlessPursuit of ExcellenceKtLâsExcellenceValuesVisionMissionClear StrategyEmployee EngagementStandardizedProcesses© 2017 LeanWork LLC 67ReferencesSpecial Thanks Too:Anthony WebsterBrandon Brown: Continuous Coac