Toyota Kata - from "Lean Implementation" to a "lasting Lean Transformatio…

Dario Spinola

戴睿

Toyota Kata

精益套路

from “Lean Implementation” to “a lasting

Lean Transformation”

About this Material

Dario Spinola (戴睿)

Marcus Chao (赵克强)

Zhang Dong (张冬)

Ken Liu (刘健)

Adapted from Toyota Kata material (University of Michigan) and Slideshare

from Mike Rother (TK Handbook).

Thanks to BILL CONSTANTINO and MIKE ROTHER for continued

encouraging, coaching and support.

Presentation prepared by:

3

Content

1. Introduction – background of what we’ve learned so far with Lean

2. Deliberate practices for learning new skills

3. Improvement and Coaching Kata

Kata is about practice new skill to develop new behavior pattern

4. How to deploy Improvement Kata

5. Q & A

4

What We All Have Learned So Far

Kanban

5S

TPM Manufacturing Cells

SMED

Visual Systems

Operational

Management Heijunka

Kamishibai

Standardized Work

Standard Work for

Leaders

VSM

Poka Yoke

Our Lean Solution Tool Kit Box

5

Let’s See Some Visible Examples Of What We Know

And What To Countermeasure In Some Apparent

Problems (Wastes)

6

How Can We Address This?

PROBLEM:

Transferring of

parts from

process A to

process B.

7

How Can We Address This?

PROBLEM:

Transferring of

parts from

process A to

process B.

POSSIBLE

COUNTER-

MEASURE:

Flow: arrange

layout to put

process A and B

together.

8

How Can We Address This?

PROBLEM:

Operators

waiting to

work.

9

How Can We Address This?

PROBLEM:

Operators

waiting to

work.

POSSIBLE

COUNTER-

MEASURES:

•Supermarket

kanban;

•Assembly cells

10

How Can We Address This?

PROBLEM:

Space used is

too high.

11

How Can We Address This?

PROBLEM:

Space used is

too high.

POSSIBLE

COUNTER-

MEASURE:

•U-cell layout

arrangement

Cell Area

47,4 m2

12

How Can We Address This?

PROBLEM:

Oil leakage,

dirty,

equipment

flaws.

13

How Can We Address This?

PROBLEM:

Oil leakage,

dirty,

equipment

flaws.

POSSIBLE

COUNTER-

MEASURES:

•5S

•TPM

14

How Can We Address This?

PROBLEM:

High WIP and

not meeting

customers’

needs. Assembly I I

Production

Planning

Several Part Numbers

Injection

Supplier

15

How Can We Address This?

PROBLEM:

High WIP and

not meeting

customers’

needs.

POSSIBLE

COUNTER-

MEASURES:

•Pull System

through kanban

supermarket

and Heijunka

Assembly I I

Production

Planning

Several Part Numbers

Assembly Injection

Production

Planning

Injection

Supplier

16

How We Usually See Those Problems

We quickly (usually unconsciously) use our past experience (knowledge) to

address solutions for visible problems.

… but in most of those cases the “achievements” are done as periodic

improvement and usually designed by small group of people.

… and we commonly see failing on the programs, back to old way.

Reference for reading: Why Lean Programs Fail (by Jeffrey Liker and Mike Rother)

17

Two Key Questions

1. How can we get the people to deeply learn and develop those

countermeasures?

2. How can we develop the people to sustain what’s achieved and truly

keep improving it through continuous and small improvements?

18

Here’s the Systematic Approach

19

2. How can we develop the people to sustain what’s achieved and truly

keep improving it through continuous and small improvements?

Here’s the main context where we are more interested to apply

deliberately new behavior.

The learning for question 1 will come naturally as effect.

1. How can we get the people to deeply learn and develop those

countermeasures?

Back to the Two Key Questions

20

“KATA”“套路”

The suffix kata means way of doing.

套路 就是做事的方式

It refers to a pattern of behavior, which can

be practiced to become second nature.

它是一种行为模式，可以通过练习而成为本能。

方

Next slide contains a video of a

conversation between Mike Rother and

Marcus Chao, and Mike explains the

definition of kata.

21

BEHAVIOR = UNCOUNSCIOUS HABITS

Quick Experiment

Usual way = unconscious, quick, feel normal and comfortable

Other way = deliberate, slow, feel strange

22

Kata Develops New Mindset

With kata a new set of behavior (pattern) can be

steadily developed and ultimately a new mindset

is reached.

As the new pattern of practice is

incorporated into individuals,

groups and, ultimately, covering the

entire organization, a kata culture

can then be established.

23

Brain: How We Learn New Things

Learning something new Rearranging the way our brain works.

Over repeated practices the neurons pathways are created and strengthened:

FAST THINKING, HABIT (NEW BEHAVIOR), COMFORTABLE.

Next slide contains a video illustrating how our brain works in terms of

learning new things.

24

Learning by Deliberate Practice

Deliberate daily practice

of IMPROVEMENT KATA

and COACHING KATA

toward Goals (Target

Conditions).

Learn new SKILLS to deal

with any change and

adaptiveness.

Two powerful “PRACTICES” to make it

happens

25

Why to adopt Kata approach?

(Benefits)

Kata is about Management and Leadership for:

• Meet company’s goals

• Define the “know- how” that people need to develop

solutions and constantly adapt (not learn the Solutions,

because the conditions are constantly changing)

• Solve problems

• Generate continuous improvement

26

1 In consideration of a vision or direction…考虑愿景或者方向

2 Grasp the current condition. 掌握现状

3 Define the next Target condition. 确定下一个目标状态

4 Move toward that target condition with PDCA, which uncovers

obstacles that need to be worked on. 实施PDCA朝目标迈进，在这个过程中会发现许多需要克服的障碍。

Current Condition

现状

Obstacles

障碍

Vision for

Customer 愿景

Target Condition 目标状态

2 4 3 1

IMPROVEMENT KATA 改善套路

27

DEVELOPING SOLUTIONS 解决方案

We are

Here

我们在这里

We want

to be here

next

Obstacles 障碍

Unclear Territory

不确定的区域

Plan is made here

This is a grey zone! 这是一个灰色区域

在这里 制定计划

我们想要

到达这里

28

In most processes there are many problems,

wastes and opportunities to improve

绝大多数的流程中有许多的问题和浪费，

因此也存在大量改进的机会

Current Condition

现状

Problems / wastes / opportunities

问题、浪费、机会

29

We tend to ask, “What can we do to improve?” hunt for wastes or

respond to problems, and work to eliminate them

在解决问题的过程中，我们会问:“能改善什么？”

Current Condition

现状

Random Improvements!

Don’t learn much!

30

The improvement kata is a different approach，we ask:

”What do we need to do?”

“改善套路”采用一种不同的方式，当我们向下一个目标迈进时，我们会问：“需要做什么？”

Current Condition

现状

Target

Condition

目标状态

PDCA cycles toward the next target condition

通过PDCA循环向下一个目标迈进

31

Note the difference!

注意两者之间的不同点！

Current Condition

现状

Current Condition

现状

Target

Condition

目标状态

32

A LINEAR VIEW OF THE IMPROVEMENT KATA

改善套路的步骤

Setup for good PDCA

Understand

the

Direction

Grasp the

Current

Condition

Establish the

Target

Condition

PDCA Toward to

Target Condition

为PDCA做准备

理解企业的愿景 掌握现状 确定

目标状态

通过实践PDCA向目标迈进

33

INGREDIENTS FOR LEARNING A NEW SKILL

学习新技能的要素

Learner repeatedly

applies a pattern,

following guidelines for

effective practice

学员根据教练的指导

持续地练习

PRACTICE

练习

METHOD

方法

The pattern or routine to

be practiced 练习的模式

The Improvement Kata

改善套路

COACHING

辅导 Learner receives guidance in

practicing the pattern

学员在练习过程中，会有教练来辅导

每日Daily

34

Coaching Kata

Coaching Kata is the way to develop the leaders as

coaches who have the responsibility for teaching the

improvement kata every day.

With the Coaching Kata the coach

(teacher) guides the learner to

move forward with the learning of

the new way of thinking and acting

(kata) as well as doing

improvements by achieving target

conditions.

35

Target

Condition

THE FIVE QUESTIONS 5个问题

1) What is the target condition?目标状态是什么？

2) What is the actual condition now?现状是什么？

3) What obstacles are now preventing you from

reaching the target condition? Which one are

you addressing now? 障碍是什么？正在解决哪个问题？

4) What is your next step? 下一步做什么？

5) When can we go and see what we have

learned from taking that step? 何时我们可以去实地观察并看看结果，我们从中学到了什么？

目标状态

36

Current

Condition

Target

Condition

Next Step

Next Step

Next Step

EACH STEP IS A PDCA CYCLE TOWARD THE TARGET

CONDITION

Next

Target

Condition

Use the five questions

at each step

每步都问5个问题

37

WHEN TO USE THE FIVE TK QUESTIONS

Coach Learner Coach Learner Coach Learner Coach Learner

Understand

the

Direction

Grasp the

Current

Condition

Establish the

Target

Condition

PDCA Toward to

Target Condition

理解企业的愿景 掌握现状 确定目标状态 通过实践PDCA向

目标迈进

教练 学员 教练 学员 教练 学员 教练 学员

38

THEREʼS AN OVERLAP OF RESPONSIBILITY

BETWEEN COACH AND LEARNER

教练和学员的职责相互连贯

学员负责实践

The learner is responsible for the DOING.

教练的职责是保证结果，但又不能直接给学员解决方案

The coach is responsible for the RESULTS, but

cannot give content solutions to the learner.

这种相互依赖的关系促成了教练和学员之间的合作，像图中两个人跑步。学员思考达到目标状态的步骤，教练思考如何教导学员达成目标状态

This overlap creates a dependency bond between

the coach and learner, like two runners in a three-

legged race. The learner is thinking about the steps

to the target condition, while the coach is thinking

about how the learner is approaching it.

39

教练要检查学员是否在“改善的轨道”上

The coach is checking that the learner

is using the improvement kata correctly

If not

如果不在

Is the learner here?

学员在正确的轨道上吗？

Corridor of

Improvement Kata

改善套路的轨道

1. Go & See when any doubt in mind. 有疑问时，到现场去观察

2. Gather more facts or collect data. 收集更多的事实和数据

Thinking & Acting

思考并行动

40

STEPS TO APPLY LEAN KATA

应用精益套路的步骤

READ 阅读

LEAN KATA

COURSE 参加

精益套路的课程

Reference:

通过“精益套路”或者”Toyota Kata at UM”，亲身体验套路的实践。

SKILL-BUILDING

PRACTICE

培养技能的训练 Focused practice

重点练习:

-Grasp CC 掌握现状

-Define TC 确定目标状态

-PDCA cycles PDCA循环

DAILY PRACTICE

每天练习

41

WHAT IMPROVEMENT KATA GIVES TO YOU

套路可以带来什么

A way of practicing PDCA and continuous improvement

Makes people more capable of improving processes and meeting

challenges

Generates better teamwork - because people focus on target condition

and share common method

一个能够把PDCA持续下去的模式

克服挑战时必备的思想和做事的模式

更有效的团队合作 -因为员工都关注共同的目标，并使用相同的方法

42

HOW TO START WITH LEAN KATA

如何启动精益套路

1. Start with a small group (3-5 people) 从小范围开始（3-5人）

2. Select one process to practice

选择一个流程进行练习

3. Apply disciplined daily practices

有规则的每天练习

4. Periodical external coaching

可以聘请外部顾问指导

5. Increase the number of people and other processes as you

evolve with the Kata skills.

当你掌握套路后，增加参加的人数，扩展到其他流程

43

Feedback from Lean Kata Workshop

精益套路学员反馈

科学的改善实践 Kata is a scientific method to implement kaizen

先做再想 take quick actions to check out before too much analysis

好的习惯走向成功 this is a good habit to march toward success

传统改善的点 VS 精益改善的面

The traditional point kaizen Vs lean Kata: broader scope of learning

改善可以积少成多 you can accumulate many small Kaizens and then

make big achievement

Quick Reflection

•Think about your lean journey until now.

• Any reflection?

• What Kata can bring to you?

Thank you !

Dario Spinola

[email protected]

BACK UP SLIDES

47

CURRENT CONDITION & TARGET CONDITION FORM

48

PDCA CYCLES RECORD

49

PDCA CYCLES RECORD

50

PROCESS INFORMATION

51

TYPICAL OPERATORS BALANCE CHART

52

PDCA Cycles / Coaching Cycles

53

EXAMPLE OUTPUT OF A PROCESS ANALYSIS

流程分析的例子—我们也会做同样的练习

Line Pace

生产节拍

Overview 概览

(first impressions)

Machine capacity

设备产能

Process stability

流程稳定性

Necessary # of

operators

操作者的数量

54

EXAMPLE OF IMPLEMENTATION ORIENTATION

Typical Action-List

Such lists and plans =

deciding in advance how we

will get there

Yet the situation changes

as we move forward!

So we are not experimenting

and learning.

This is not an effective way of stimulating our ingenuity!

55

YOU HAVE TO PERSONALLY & REPEATEDLY GO and SEE

必须亲身不断地到现场去观察

56

Depict from Mike Rother handbook material.

Vision Challenges Challenges

Time Line

Hoshin Kanri

Hoshin Kanri, Toyota Kata & VSM

Coaching Kata

Ideal State

Improvement Kata

CC TC TC Obstacles

LEC / Taktica / LSSI