Coaching Kata for Continuous - PDF document

Coaching Kata for Continuous Improvemen
Coaching Kata for Continuous Improvement January 16, 2018Let’s Get Acquainted30MinutesKata Coaching Agenda•Lean Leadership in the Pursuit of Excellence•Coaching for Commitment•Kaizen/Kata Improvement Process•KATA Mindsets

for Continuous Learning•Coaching Kat
for Continuous Learning•Coaching Kata for Daily Improvement•Creating Habits of Scientific Thinking•Coaching for Developing Leaders/Assessments•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 Environment–Customer expectations are rising–In

tense competition –Methods are bei
tense competition –Methods are being challenged–Employee Engagement is lowWe Must:–Commit to Excellence–Do things right the first time and every time–Take cost and waste out of our processes and systems–Use 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 SessionTake 3 Minutes Individually?Break into two groups –12 MinutesDiscuss and Develop a Master List? © 2017 LeanWork LLC

11Barriers to Excellence OppositionV
11Barriers to Excellence OppositionVision/PurposeClearStrategyEmployee EngagementStandardizedProcessesKtL’sCynicismClearStrategyEmployee EngagementStandardizedProcessesKtL’sInactionEmployee EngagementStandardizedProces

sesKtL’sOverworkStandardizedProces
sesKtL’sOverworkStandardizedProcessesKtL’sConflictKtL’sFrustrationValuesValuesVision/PurposeValuesVision/PurposeClearStrategyValuesVision/PurposeClearStrategyEmployee Engagement?ValuesVision/PurposeClear Strateg

yEmployee EngagementStandardizedProc
yEmployee EngagementStandardizedProcessesKtL’sExcellenceValues?????Vision/PurposeClear StrategyEmployee EngagementStandardizedProcesses© 2017 LeanWork LLC 12Values KtL’sCynicismVisionMissionClear StrategyEmployee

EngagementStandardizedProcessesValue
EngagementStandardizedProcessesValues answers the questions:What is it like to work around here?What 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 InitiativesKtL’sCI StrategyExecution PlanKey InitiativesKtL’sCI StrategyExecution Plan16Tennis Ball Exercise –Round

210MinutesArt of Coaching Breakout O
210MinutesArt of Coaching Breakout Of Your Comfort Zone© 2017 LeanWork LLC 19Break into groups of TwoSelect a Learner and a CoachImprove your Juggling Skills What Do We Need?Coaching Model •TopicT•GoalG•Outcome

O•RealityR•OptionsO•Way F
O•RealityR•OptionsO•Way ForwardW21Coaching Worksheet TopicGoalOutcomeRealityOptionsWay Forward22Round 2 -Breakout Of Your Comfort Zone© 2017 LeanWork LLC 23Break into groups of TwoSelect a Learner and a Coac

hUse Coaching Model WorksheetI
hUse Coaching Model WorksheetImprove your Juggling Skills Forming a Habit •TriggerT•Creates a RoutineR•Receives a RewardR•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 24Leave your ego at the door Ask questionsListen for CluesFact based Thinking Let the data drive actionsCommit to learning togetherValue each other Have a Mindset

of customer serviceBe committed to
of customer serviceBe 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 26Break into groups o

f TwoSelect a Learner and a Coachï
f TwoSelect a Learner and a CoachUse Coaching Model WorksheetImprove your Juggling Skills •Identify specificcontinuous improvement process strategies•Patternof thinking and mindsets•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 itDon’t
taPDCA CyclesKaizenJust do itDon’t Do’sGo See© 2017 LeanWork LLC 30Kaizen Focuses on the Known IssuesLean methods to improve:•Safety•Quality•Delivery•Productivity•Customer SatisfactionKaizen Strategy Ready –A

im -Fire© 2017 LeanWork LLC 31•D
im -Fire© 2017 LeanWork LLC 31•Defined Goals and Scope•Cross Functional Team•Assigned Team Leader•Specific Time Frame •5 to 7 is an Optimal Size•Combination of Training and Doing•Facilitated Sense of Urgency•Im

plement Solutions•Documented Report
plement Solutions•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:•Engage in true Problem Solving•Over come barriers•Share Information•Take Responsibility•Gai

n Common CommitmentLean Leader’s beco
n Common CommitmentLean Leader’s become Coaches of the Improvement Process Kata Effect© 2017 LeanWork LLC 34Kata Focuses on the Unknown IssuesEffectiveness = Thinking x BehaviorKATA Strategy•Combines analytical thinking•Structure

d repeatable routines•Transforms hab
d repeatable routines•Transforms habits•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 Improvement Routine:Identify a ChallengeUnderstand the Current ConditionIdentify the Focus Pro

cessEstablish a Target Conditionï
cessEstablish a Target ConditionMeasure the Actual ConditionIdentify the ObstaclesConduct a PDCARepeat 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 PDCA’sHow 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 Compelling & Impactful

:StretchTeam FocusedAchie
:StretchTeam FocusedAchievableTime BasedReviewedCelebratedProvide 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 Understanding Current State:Block Diagram or Value Stream the ProcessIdentify Pain PointsArea of WasteWorkplace OrganizationCollect & Analyze Data

Identify the Focus ProcessMeasu
Identify the Focus ProcessMeasure the Actual Condition© 2017 LeanWork LLC 44Focus Process Highlights a Process Step for Improvement:Identifies Improvement ScopeProvides Team FocusHigh Potential for Improvement an

d ImpactSets up area for Experimen
d ImpactSets up area for Experiments and Leaning© 2017 LeanWork LLC 45Target Condition Milestone toward Challenge:Gap from Current State to Target ConditionProvides DirectionSets targets for PDCA CycleMust be Ti

me BasedMaximum of 50% improvement
me BasedMaximum of 50% improvement per target conditionScrap %Performance Challenge© 2017 LeanWork LLC 46Obstacles List of Barriers:Fact basedNegative impact on TCMeasurableDefines the problem statementLe

ads to Cause and Effect Relationships©
ads to Cause and Effect Relationships© 2017 LeanWork LLC 47Obstacle Analysis © 2017 LeanWork LLC PeopleInformationMethodStandardizationImprovement Actions48Go and See –•Direct Observation•Data Collection•Learn more a

bout the processExploratory Experiments
bout the processExploratory Experiments•Introducing a change to the process•Need to observe to understand effectTesting a Hypothesis•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 Cycles•What is the target condition?What is your challenge condition?•What is the actual condition now?•What process step are you going to focus on now?Define current state and area of focus?•What

is your target condition?What is your t
is your target condition?What is your target condition? •What obstacles do you think are preventing you from reaching the target condition? Which one are you addressing now?Identify Obstacles•What is your next step? What do you expect?

•How soon can we find out what we hav
•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 50•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?•Learner explains what happened with data.What actually happened? •Learner summarizes what was learned during the PDCA process.What did you learn?•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 Condition52•Cross Functional T
rget Condition52•Cross Functional Team•Learner•Team Members•First Coach •3-5 team members•Stand up meeting•Documented PDCA Cycles•Facilitated Sense of LearningKata Team Structure © 2017 LeanWork LLC 53E

stablish daily Kata Team HuddlesDo
stablish daily Kata Team HuddlesDocument team activitiesKata BoardPDCA Cycle FormObstacle List Plan an improvement everydayRole of the Learner© 2017 LeanWork LLC 54Problem SolversAttends daily Kata Team Huddles

Monitor Learner’s progress on Kat
Monitor Learner’s progress on Kata BoardAsk Questions related to the challengeObserves team and provides feedbackListens more than they talkCares about learners progressSee their role as a process to develop the l

earner’s abilities and build trust.ï
earner’s abilities and build trust.Establish milestones for team celebrationsRe-evaluate the project when the target condition is metEstablish a new target conditionRole of First Coach© 2017 LeanWork LLC 55Attends dail

y Kata Team Huddles weeklyChalleng
y Kata Team Huddles weeklyChallenges MindsetsStretches thinking out of comfort zoneMoving experimenting from comfort zone to learning zoneProvides an Adaptive MindsetProvides bases for improving Scientific Thinking

Observes Team and First CoachProvi
Observes Team and First CoachProvides First Coach Feedback and takes responsibility for their development.Creates 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 PDCA’sHow 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 BehaviorsNeverAlways•PDCAs, Target Conditions read like a story.•Outcomes and implications detailed.â€

¢Data complete and organized.•Knowl
¢Data complete and organized.•Knowledge of process details and KATA evident.KEY BEHAVIORSKEY BEHAVIORSNeverAlways•Learner is truly iterating towards the target condition along a path defined by the obstacles.•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 BEHAVIORSNeverAlways•All PDCAs and actions are carefully designed to clear the path to TC and Challenge.•Metrics are continuously monitored t

o ensure that progress is made towards
o ensure that progress is made towards TC and Challenge.KEY BEHAVIORSKEY BEHAVIORSNeverAlways•Hypotheses and assumptions only based on clear data.•trogression from “Do See” to “Experimental” to “Hypothesis” 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 -Do’s and Don’tsSchedule Regular coaching cyclesEstablish meeting agendaKeep learner focused on processAsk questions to uncover the unknownConduct infrequently coachin

g cyclesPermit unstructured and d
g cyclesPermit unstructured and disorganized discussionsCocus on the coach’s preconceived ideas© 2017 LeanWork LLC 65Leadership’s Role in Kata LmplementationProvide ResourcesCoach, Learner & Team Members –3 to 5 T

otalSecond CoachLeadership Rol
otalSecond CoachLeadership RoleSet ChallengeUnderstand Kata ProcessCommunicate the “Why”Review learning, results and support team activitiesAttend team meetings at scheduled times © 2017 LeanWork LLC 66In

ConclusionRelentlessPursuit of Excelle
ConclusionRelentlessPursuit of ExcellenceKtL’sExcellenceValuesVisionMissionClear StrategyEmployee EngagementStandardizedProcesses© 2017 LeanWork LLC 67ReferencesSpecial Thanks Too:Anthony WebsterBrandon Brown: Continuous Coac