WIXLIB

Coaching Kata for ContinuousImprovementJanuary 16, 2018

30MinutesLet’s GetAcquainted

Kata Coaching Agenda Lean Leadership in the Pursuit of ExcellenceCoaching for CommitmentKaizen/Kata Improvement ProcessKATA Mindsets for Continuous LearningCoaching Kata for Daily ImprovementCreating Habits of Scientific ThinkingCoaching for Developing Leaders/AssessmentsHave Fun Learning Together 2017 LeanWork LLC3

Tennis Ball Exercise1.2.3.4.5.Rules of EngagementMust begin and end with meEveryone must touch the ballRemember the process sequenceDebrief10Minutes

What are We Trying to Achieve?10MinutesExcellence!

TrendsOutside Environment– Customer expectations are rising– Intense 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 LLC6

In Pursuit of ExcellenceExcellence Has No Boundaries 20172017 LeanWorkLeanWork LLCLLC7

At the Center of Excellence?HowWhatWhy 2017 LeanWork LLC8

Operational ExcellenceA strategy mindset of leadership, teamwork, and employeeengagement resulting in extraordinary performance byfocusing on customer needs, standardizing processes andcontinuous improvement to optimize effectiveness. 2017 LeanWork LLC9

Elements of ExcellenceExceptionalVa l u e C r e a t i o nL TEACOOLN SULTURE 2017 LeanWork LLC10

Breakout Session Take 3 Minutes Individually? Break into two groups – 12 Minutes Discuss and Develop a Master List? 2017 LeanWork LLC11

Barriers to ues 2017 LeanWork LLC12

StandardizedProcessesKPI’sCynicismValues answers the questions: What is it like to work around here? What gets recognized and rewarded? 2017 LeanWork LLC13

Coaching Engagement StrategyHighLearningLowHighLow 2017 LeanWork LLC15

Organizational AlignmentVision & PurposeValuesOperationalStrategyGrowth StrategyKey InitiativesKPI’sKey InitiativesCI StrategyExecution PlanKPI’sCI StrategyExecution Plan 2017 LeanWork LLC16

Tennis Ball Exercise – Round 210Minutes

Art of Coaching

Breakout Of Your Comfort Zone Break into groups of Two Select a Learner and a Coach Improve your Juggling Skills 2017 LeanWork LLC19

What Do We Need?

Coaching ModelT TopicG GoalO OutcomeR RealityO OptionsW Way Forward21

Coaching WorksheetTopicGoalOutcomeRealityOptionsWay Forward22

Round 2 - Breakout Of Your Comfort Zone Break into groups of Two Select a Learner and a Coach Use Coaching Model Worksheet Improve your Juggling Skills 2017 LeanWork LLC23

Forming a HabitT TriggerR Creates a RoutineR Receives a RewardR Repeated with same ResultHabits provide routines patterns of thoughtthat allows our brains to be on auto-pilot 2017 LeanWork LLC24

Coaching Tips Leave your ego at the doorEgo and Modesty Ask questionsEGOHigh Listen for Clueslll Fact based Thinkingll Let the data drive LeadershipHigh Commit to learning togetherlll Value each penness—ListeningAdmits cePower-hungerSelfishness“Taker”Poor listening Have a Mindset of customer service Be committed to their successCoaching Focuses on Learning and Developing Patterns ofBehavior 2017 LeanWork LLC25

Round 3 - Breakout Of Your Comfort Zone Break into groups of Two Select a Learner and a Coach Use Coaching Model Worksheet Improve your Juggling Skills 2017 LeanWork LLC26

Coaching for Continuous Improvement Identify specific continuous improvement process strategies Pattern of thinking and mindsets Developing new patterns of behaviorIt takes 21 days to build a habit 2017 LeanWork LLC27

Improvement StrategyKaizen Focuses on the Known IssuesLean tools and techniques to improvequality, cost, delivery and 5SKata Focuses on the UnknownA daily routine of scientifically thinkingand experimentingSupervisors become Leaders and Coaches ofthe Improvement Process 2017 LeanWork LLC28

CI Improvement Overviewxxxxxxxxxxxxxx xx x x x x xxx xxxxxxxxxxxxxxxxxXKnownobstacles?Unknown obstaclesTC1TC2TC3ChallengeVisionRole of LeadershipThreshold of KnowledgeTarget ConditionsCurrent Stateof Operation29

Decision MatrixHighKataPDCA CyclesKaizenJust do itDon’t Do’sGo SeeLowHighLow 2017 LeanWork LLC30

Kaizen StrategyKaizen Focuses on the Known IssuesLean methods to improve: Safety Quality Delivery Productivity Customer SatisfactionReady –Aim - Fire 2017 LeanWork LLC31

Kaizen Team Defined Goals and ScopeCross Functional TeamAssigned Team LeaderSpecific Time Frame5 to 7 is an Optimal SizeCombination of Training andDoingFacilitated Sense of UrgencyImplement SolutionsDocumented Report Out 2017 LeanWork LLC32

What is Kata?Kata are structured practice routinesKata involves the invisible art ofthinking and patterns of behaviorwhich form habits.A daily routine of scientifically thinking,experimenting and learning 2017 LeanWork LLC33

Kata EffectDevelops patterns of learning that increase ateams ability to: Engage in true Problem Solving Over come barriers Share Information Take Responsibility Gain Common CommitmentLean Leader’s become Coaches of theImprovement Process 2017 LeanWork LLC34

KATA StrategyKata Focuses on the Unknown Issues Combines analytical thinking Structured repeatable routinesPracticeLearning Transforms habits Develops problem solving skillsExperimentingEffectiveness Thinking x Behavior 2017 LeanWork LLC35

Scientific ThinkingIs the Means to:Be data drivenTake logical steps toward the target conditionUnderstand key areas of process variationProvide a systematic method to change behaviorAllow decision to be made at point of useSupport learning to think differently through experimentation 2017 LeanWork LLC36

Can you read this?Please read aloud what you seeCa y u rea t is 2017 LeanWork LLC37

Can you read this?Please read aloud what you seeLUMPING TO CONCLUSIONS 2017 LeanWork LLC38

AssumptionsPlease read aloud what you seeLUMPING TO CONCLUSIONS 2017 LeanWork LLC39

Coaching Improvement StructureVision & PurposeLearnerLearnerLearnerLearnerCoachCoach2nd Coach 2017 LeanWork LLC40

Kata Process Improvement Routine: Identify a Challenge Understand the Current Condition Identify the Focus Process Establish a Target Condition Measure the Actual Condition Identify the Obstacles Conduct a PDCA Repeat the Process 2017 LeanWork LLC41

Kata Improvement BoardFocus ProcessTC#1Challenge StatementAchieve byTarget ConditionBlock DiagramImprovement StepsCoaching CycleDate/ActionsProcess CharacteristicsDetailed StepsProcess MetricsOutcome MetricsMeasurementsExpectationsWhat do youexpect to happen?PDCA CyclesExperimental CycleWhat did weWhat Happens?learn?Facts and DataImpact?ProcessWhat do youexpect to learn?ObstacleHow will it impactyour next PDCAcycle?Does it build fromother PDCA’sCurrent ConditionAbout the problem?TimingBlock DiagramProcess CharacteristicsBrainstorm Improvement ListTrack KPI'sNegative ImpactFact basedProcess MetricsOutcome MetricsObstaclesTrack KPI's 2017 LeanWork LLC42

Challenge Statement Compelling & Impactful: Stretch Team Focused Achievable Time Based Reviewed Celebrated Provide Organizational AlignmentIt would be AWESOME if by August 2018 the MLC had50 organizational members actively involved with leanprinciples across the state of Michigan. 2017 LeanWork LLC43

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 Measure the Actual Condition 2017 LeanWork LLC44

Focus Process Highlights a Process Step forImprovement: Identifies ImprovementScope Provides Team Focus High Potential forImprovement and Impact Sets up area forExperiments and Leaning 2017 LeanWork LLC45

Target Condition Milestone toward Challenge: Gap from Current State toTarget ConditionScrap % Provides Direction Sets targets for PDCACycle Must be Time Based Maximum of 50%improvement per targetcondition 2017 LeanWork LLCPerformance Challenge46

Obstacles List of Barriers: Fact based Negative impact on TC Measurable Defines the problemstatement Leads to Cause andEffect Relationships 2017 LeanWork LLC47

Obstacle AnalysisPeopleInformationImprovement ActionsStandardizationMethod 2017 LeanWork LLC48

Three Types of PDCA CyclesGo and See – Direct Observation Data Collection Learn more about the processExploratory Experiments Introducing a change to the process Need to observe to understand effectTesting a Hypothesis Implementing a single change to a processfactor with a prediction of expected results 2017 LeanWork LLC49

Coaching Questions for Daily ReviewWhat is your challenge condition? What is the target condition?Define current state and area of focus? What is the actual condition now? What process step are you going to focus on now?What is your target condition? What is your target condition?Identify Obstacles What obstacles do you think are preventing you from reaching the targetcondition? Which one are you addressing now?Determine next steps and timing What is your next step? What do you expect? How soon can we find out what we have learned from taking that step? 2017 LeanWork LLC50

Coach & Learner PDCA CycleCoach - What did you plan as your last step? Learner describes last step.Coach - What did you expect to happen? Learner reviews expected results.What actually happened? Learner explains what happened with data.What did you learn? Learner summarizes what was learned during the PDCA process.What is your next step? Leaner states what actions are going to be taken next with appliedlearning. 2017 LeanWork LLC51

Kata Coaching ModelImprovementChallengeTarget ConditionTarget ConditionCurrent ConditionTime 2017 LeanWork LLC52

Kata Team Structure Cross Functional Team Learner Team Members First Coach3-5 team membersStand up meetingDocumented PDCA CyclesFacilitated Sense of Learning 2017 LeanWork LLC53

Role of the Learner Establish daily Kata TeamHuddles Document team activities Kata Board PDCA Cycle Form Obstacle List Plan an improvementeverydayProblemSolvers 2017 LeanWork LLC54

Role of First Coach Attends daily Kata Team Huddles Monitor Learner’s progress on KataBoard 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 thelearner’s abilities and build trust. Establish milestones for teamcelebrations Re-evaluate the project when the targetcondition is met Establish a new target condition 2017 LeanWork LLC55

Role of Second Coach Attends daily Kata Team Huddlesweekly Challenges Mindsets Stretches thinking out of comfortzone Moving experimenting fromcomfort zone to learning zone Provides an Adaptive Mindset Provides bases for improvingScientific Thinking Observes Team and First Coach Provides First Coach Feedbackand takes responsibility for theirdevelopment. Creates a culture of engagement 2017 LeanWork LLC56

Dreyfus Model of Acquiring Skills

The Coaching Cycle on43ExperimentNextStepObstacleBased on a diagram by Don Clarkhttp://nwlink.com/ donclark/leader/leader.html 2017 LeanWork LLC58

Kata Improvement BoardFocus ProcessTC#1Challenge StatementAchieve byTarget ConditionBlock DiagramImprovement StepsCoaching CycleDate/ActionsProcess CharacteristicsDetailed StepsProcess MetricsOutcome MetricsMeasurementsExpectationsWhat do youexpect to happen?PDCA CyclesExperimental CycleWhat did weWhat Happens?learn?Facts and DataImpact?ProcessWhat do youexpect to learn?ObstacleHow will it impactyour next PDCAcycle?Does it build fromother PDCA’sCurrent ConditionAbout the problem?TimingBlock DiagramProcess CharacteristicsTrack KPI'sNegative ImpactFact basedProcess MetricsOutcome MetricsObstaclesTrack KPI's 2017 LeanWork LLC59

Kata Improvement BoardFocus ProcessTC#1Challenge StatementAchieve byTarget ConditionImprovement StepsCoaching CycleDate/ActionsExpectationsPDCA CyclesExperimental CycleWhat did weWhat Happens?learn?Current ConditionTrack KPI's 2017 LeanWork LLCObstacles60