The Challenge Of: Developing Lean Management
The Challenge Of: Developing Lean Management
The Challenge Of: Developing Lean Management
DEVELOPING
LEAN
MANAGEMENT
By Mike Rother
May 2015
v5.0
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ADOPTING NEW WAYS
• Hoping to create different behavior by explaining or
trying to convince people generally doesn't work.
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THAT'S WHAT
KATA ARE
Kata are practice routines
that help us adopt new
ways of acting and thinking
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WHAT THE IMPROVEMENT KATA
AND COACHING KATA ARE ABOUT
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THE TOYOTA KATA RESEARCH
2004 - 2009
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THE 4-STEPS OF THE 1 Get the
IMPROVEMENT KATA 3 Direction or
Challenge
MODEL Establish
your Next
Target
Condition
2 4
Conduct Experiments
Grasp the to get there
Current
Condition
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IMPROVEMENT BASED ON
“ELIMINATE WASTE” IS TOO UNSCIENTIFIC
Things
we HAVE
to do
Things
we
CAN do
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THAT TAKES SOME ANALYSIS & PLANNING
✓ ✓ ✓
NEXT TARGET
CONDITION
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SO NOW WE CAN GET GOING, RIGHT?
We know the overall direction or challenge,
where we are now and our next Target Condition.
It’s time to make a plan for how to get there!
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SO NOW WE CAN GET GOING, RIGHT?
We know the overall direction or challenge,
where we are now and our next Target Condition.
It’s time to make a plan for how to get there!
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THE DICE EXPERIMENT
• I’ll roll a die three (3) times and sum the numbers.
• The sum will be a number between 3 and 18.
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Not so bad,
it’s just chance
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QUESTION #2
2, 4, 6, 8, 10, 12, ?
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ANSWER
2, 4, 6, 8, 10, 12, 2
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ANSWER
2, 4, 6, 8, 10, 12, 2
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Hey!
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What was different
about these two scenarios?
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DIFFERENCE BETWEEN THE SCENARIOS
How easy or hard it is to spot the Current Knowledge Threshold
• In Round 1 with the dice, it was easy to see
that we didn’t know what the outcome would be.
• In Round 2 the knowledge threshold was more
difficult to see. We thought we knew the answer,
so we went over the threshold & answered.
Yet in both rounds the knowledge threshold was the
same: There were no facts beyond the initial setup
Predictable Zone
2, 4, 6, 8, 10, 12
Current
Knowledge
Threshold
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READ WHAT YOU SEE
IUMRING TQ GQNGIUSIQNS
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IUMRING TQ GQNGIUSIQNS
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IUMRING TQ GQNGIUSIQNS
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WE NEED THIS COGNITIVE MECHANISM
TO GET THROUGH THE DAY
Ca y u rea t is?
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THERE'S ALWAYS A KNOWLEDGE THRESHOLD
What we What
expect Learning actually
to happen happened
EVALUATE PREDICTION
Interpret the Testable
evidence ACT PLAN
4 1
3 2
CHECK DO
(Study)
EVIDENCE ACTION
Collect facts and data Conduct the
experiment
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YOU STRIVE TOWARD THE TARGET CONDITION
THROUGH ITERATIVE LEARNING
Small, rapid experiments advance your knowledge quickly,
moving you away from what doesn't work to what does
Zone of Next
Current Target
Uncertainty Condition
Condition
(date)
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THE IK IS A GREAT MODEL, SO LET’S GO!
✓ ✓ ✓ ✓
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THE IK IS A GREAT MODEL, SO LET’S GO!
✓ ✓ ✓ ✓
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Scientific
Thinking
Born? Learned?
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Scientific
Thinking
Born? Learned?
We are notoriously bad at
scientific thinking, due to OK... HOW?
those natural, unconscious
mental mechanisms. It is
not our default mode.
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REMEMBER QUESTION 2?
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WHAT DOES IT TAKE
TO CHANGE OUR THINKING?
• Get a piece of paper and a pen
• Start when I say “go”
• Sign your name 5 times normally
• When you are finished raise your hand
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REMEMBER QUESTION 2?
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LET’S TRY JUST ONE CHANGE, MUCH
SMALLER THAN CHANGING ORG CULTURE
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HOW DID IT FEEL THE SECOND TIME
COMPARED TO THE FIRST?
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WHY THE SECOND TIME
FEELS ODD
You have to consciously think
about it and be more deliberate
The brain creates and prefers habits for safety & efficiency.
Unconscious thinking enables us to get through the day by
taking care of routine decisions & conserving brain energy.
Unconscious thinking is fast and instinctive, while deliberate
thinking is slow and intentional. It costs a lot of our energy
and attention.
Trained Untrained
Synapses Synapses
Deliberate
Pathways with Thinking Pathways with
low signal resistance high signal resistance
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SO WE HAVE A LEAN DILEMMA
How did it feel • We have well-established neural
the second time? pathways for signing with our dominant
• “Different” hand. It’s automatic, fast & comfortable.
• “Difficult” • We default to already-established
• “Weird” thought and behavior patterns because
• “Uncomfortable” they conserve mental resources.
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INFORMATION & INCENTIVES ARE NOT
ENOUGH TO CHANGE BEHAVIOR & THINKING
Theories, models, information, examples, lists of steps, etc. may
all be correct, but just knowing them is not likely to change much.
You also have to create new neural circuits.
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4 INGREDIENTS FOR DEVELOPING NEW SKILLS
With these ingredients you can start to rewire
your brain & acquire new skills and habits
k KATA
COACHING l
Structured routines so a
beginner can practice Corrective feedback
fundamentals to ensure the Learner
practices the right patterns
j DAILY MASTERY m
PRACTICE Feeling that:
"I'm getting better at this"
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DAILY PRACTICE
If we only periodically conduct training events or only
episodically work on improvement -- and the rest of the
time itʼs business as usual -- then according to neuroscience
what weʼre actually teaching is business as usual.
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COACHING
Because "Practice Makes Permanent"
The Coach (manager) provides corrective inputs to ensure
that the Learner practices the new routines the right way
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THE COACHING KATA
Starter practice routines for learning
how to teach the Improvement Kata pattern
Establish Experiment
Understand Grasp the Improvement
the Next Toward the
the Current Kata
Target Target
Challenge Condition
Condition Condition
Learner
‘Executing’
Coaching
‘Planning’ Coaching Cycles Coaching
Cycles Kata
Coach
(Manager)
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KATA = PRACTICE ROUTINES
You use Kata at the beginning, until their pattern
becomes a habit and leaves you with new abilities
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THERE ARE PRACTICE ROUTINES
FOR EACH STEP OF THE IK MODEL
The
Improvement
Kata model
The practice
routines are a
way to begin to
operationalize
the IK pattern
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KATA HELP YOU GET STARTED
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VIDEO - A Coaching Cycle
https://www.youtube.com/watch?v=ySdYX4cNPsQ
Available on the Mike Rother YouTube Channel
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The Challenge
of Creating
Lean Management
The goal of this presentation is to
help make us aware of what is the task
The Improvement Kata and Coaching Kata
help with this task!
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A SHIFT TO “21ST CENTURY LEAN”
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GETTING THERE IS THE CHALLENGE
One obstacle: Managers have to be Learners first
Able to TEACH it
Developing Others
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YOU CAN APPLY THE SAME
IMPROVEMENT KATA PATTERN TO
THIS ORGANIZATION-LEVEL CHALLENGE
Challenge
Next
Target
Threshold of Condition
Knowledge (date)
Experiments
Current Toward the TC
Condition
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Kata in the Classroom - for Teachers
www.katatogrow.com
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