Culture and mindset for continuous improvement
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In this workshop we took the participants on a journey to help them better understand Toyota Kata in the context of Continuous Improvement. We used The Toyota Way 2001 to paint that bigger context.
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Culture and mindset for continuous improvement
- 1. Lean Management Teachers 1 Culture and mindset for continuous improvement Lindsie van der Horst & Emiel van Est April 18th 2018, Amsterdam lindsie@leanmanagement.nl emiel@leanmanagement.nl © www.leanmanagement.nl
- 2. Lean Management Teachers 2 What question do you expect to be answered today? © www.leanmanagement.nl
- 3. Lean Management Teachers 3 How to make continuous improvement continuous? © www.leanmanagement.nl
- 7. Lean Management Teachers Back to Basics © www.leanmanagement.nl 7
- 9. Lean Management Teachers Process Thinking PROCESS RESULTS © www.leanmanagement.nl 9
- 11. Lean Management Teachers Process Thinking BETTER PROCESSES BETTER RESULTS © www.leanmanagement.nl 11
- 13. Lean Management Teachers Process Thinking BETTER EMPLOYEES BETTER PROCESSES Capable & Motivated © www.leanmanagement.nl 13
- 14. Lean Management Teachers Process Thinking ??? BETTER EMPLOYEES Capable & Motivated © www.leanmanagement.nl 14
- 15. Lean Management Teachers Source: State of the Global Workplace Gallup work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. are essentially “checked out.” They’re sleepwalking through their workday, putting time — but not energy or passion — into their work. aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish. 1 Engaged employees 2 Not Engaged employees 3 Actively Disengaged employees © www.leanmanagement.nl 15
- 16. Lean Management Teachers Source: State of the Global Workplace Gallup © www.leanmanagement.nl 16
- 17. Lean Management Teachers Source: State of the Global Workplace Gallup © www.leanmanagement.nl 17
- 19. Lean Management Teachers 19 When people leave, they leave their manager rather then the organisation. © www.leanmanagement.nl
- 20. Lean Management Teachers Process Thinking ??? BETTER EMPLOYEES Capable & Motivated © www.leanmanagement.nl 20
- 21. Lean Management Teachers Process Thinking BETTER MANAGE- MENT BETTER EMPLOYEES Capable & Motivated © www.leanmanagement.nl 21
- 25. Lean Management Teachers Process Thinking4 Processes Results Employees Capable & Motivated Managers Leaders TOOLS SKILLS MINDSET CULTURE © www.leanmanagement.nl 25 SPIRIT
- 26. Lean Management Teachers What are the unseen managerial routines and thinking that lie behind Toyota's success with continuous improvement and adaptation? “In this booklet we have identified and defined the company’s fundamental DNA, which summarizes the unique and outstanding elements of our company culture and succes.” Mike Rother Fujio Cho © www.leanmanagement.nl 26
- 28. Lean Management Teachers 2 Pillars, 5 Keywords Moral Foundation The Toyota Way 2001 © www.leanmanagement.nl 28
- 29. Lean Management Teachers Two Pilars Continuous Improvement Respectfor People The Toyota Way 2001 Moral Foundation © www.leanmanagement.nl 29
- 30. Lean Management Teachers 5 Keywords Challenge Kaizen Genchi Genbutsu Respect Teamwork The Toyota Way 2001 Moral Foundation © www.leanmanagement.nl 30 Continuous Improvement Respectfor People
- 31. Lean Management Teachers Challenge We form a long-term vision, meeting challenges with courage and creativity to realize our dreams. © www.leanmanagement.nl 32
- 32. Lean Management Teachers Challenge We form a long-term vision, meeting challenges with courage and creativity to realize our dreams. © www.leanmanagement.nl 33
- 33. Lean Management Teachers Kaizen We improve our business operations continuously, always driving for innovation and evolution. © www.leanmanagement.nl 34
- 34. Lean Management Teachers Genchi Genbutsu We practice genchi genbutsu... go to the source to find the facts to make correct decisions, build consensus and achieve goals at our best speed. © www.leanmanagement.nl 35
- 35. Lean Management Teachers Respect We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. © www.leanmanagement.nl 36
- 36. Lean Management Teachers Respect We want to not only show respect to our people, the same way we want to show respect to everyone we meet in life, we also want to respect their humanity, what it is that makes us human, which is our ability to think and feel –we have to respect that humanity in the way we design the work, so that the work enables their very human characteristics to flourish. Fujio Cho Speech by Fujio Cho, Toyota Chairman, 1997. Translation by John Shook © www.leanmanagement.nl 37
- 37. Lean Management Teachers Teamwork We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance. © www.leanmanagement.nl 38
- 38. Lean Management Teachers 5 Keywords Challenge Kaizen Genchi Genbutsu Respect Teamwork The Toyota Way 2001 Moral Foundation © www.leanmanagement.nl 40 Continuous Improvement Respectfor People
- 39. Lean Management Teachers What are the unseen managerial routines and thinking that lie behind Toyota's success with continuous improvement and adaptation? “In this booklet we have identified and defined the company’s fundamental DNA, which summarizes the unique and outstanding elements of our company culture and succes.” © www.leanmanagement.nl 41
- 40. Lean Management Teachers Understand the Direction Grasp the Current Condition Establish Target Condition Experiment towards Target Condition Target Condition HT DT ?! Coaching Cycles Story Board 5V ? ! ImprovementKataCoachingKata Pattern of working and thinking © www.leanmanagement.nl 42
- 41. Lean Management Teachers Building block of an organization Teach Coaching Kata Improve Improvement Kata Improver (Employee) Coach (Manager) © www.leanmanagement.nl 43
- 42. Lean Management Teachers Title: Improver: Coach: Now we are here. Here we want to go. What must we do? Date: Date: Actions / Experiments Current results Needed Results / Target Current Condition Target Condition Obstacles Understandthe Direction.Whatis the challenge? Whathas to change? Theseconditionsleadtotheseresults. Whichobstacle(s)areweaddressing? Theseconditionsleadtotheseresults. © www.leanmanagement.nl 44 Understand the Direction Grasp the Current Condition Establish Target Condition Target Condition Experiment towards Target Condition HT DT ?!
- 44. Lean Management Teachers © www.leanmanagement.nl 46 Colored people are free All people have the "unalienable Rights" of "Life, Liberty and the pursuit of Happiness." Colored people are not free White people have the "unalienable Rights" of "Life, Liberty and the pursuit of Happiness." • The Negro is the victim of the unspeakable horrors of police brutality. • Our bodies, heavy with the fatigue of travel, cannot gain lodging in the motels of the highways and the hotels of the cities. • The negro's basic mobility is from a smaller ghetto to a larger one. • Our children are stripped of their self-hood and robbed of their dignity by signs stating: "For Whites Only." • Negro in Mississippi cannot vote • Negro in New York believes he has nothing for which to vote. Now we are here. Here we want to go. Current results Needed results Current characteristics Needed characteristics • We hold these truths to be self-evident, that all men are created equal. • On the red hills of Georgia, the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood. • Even the state of Mississippi, will be transformed into an oasis of freedom and justice. • My four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character. • In Alabama, little black boys and black girls will be able to join hands with little white boys and white girls as sisters and brothers. ? ?
- 45. Lean Management Teachers Chain of Stories 2nd Coach (Manager) Coach (Manager) Improver (Team leader) Improver (Team leader) Improver (Team leader) Coach (Manager) Improver (Team leader) Team Team Team Team © www.leanmanagement.nl 47
- 50. Lean Management Teachers What do we practice with Toyota Kata? Teach With the Coaching Kata Improve With the Improvement Kata Improver (Mentee) Coach (Mentor) © www.leanmanagement.nl 52
- 51. Lean Management Teachers What do we practice with Toyota Kata? Coaching Cycli Story Board 5V ? ! CoachingKata Begrijpde Richting Begrijpde Huidige Toestand Vastleggen volgende Doeltoestand PDCARichting Doeltoestand Doel Toestand HT DT ?! VerbeterKata Continuous Improvement Respectfor People Challenge Kaizen Genchi Genbutsu Respect Teamwork The Toyota Way 2001 Moral Foundation Improver (Mentee) Coach (Mentor) © www.leanmanagement.nl 53
- 52. Lean Management Teachers What are the unseen managerial routines and thinking that lie behind Toyota's success with continuous improvement and adaptation? “In this booklet we have identified and defined the company’s fundamental DNA, which summarizes the unique and outstanding elements of our company culture and succes.” © www.leanmanagement.nl 54
- 53. Lean Management Teachers Process Thinking4 Processes Results Employees Capable & Motivated Managers Leaders TOOLS SKILLS MINDSET CULTURE © www.leanmanagement.nl 55 SPIRIT
- 54. Lean Management Teachers 56 What did you learn today? © www.leanmanagement.nl
- 55. Lean Management Teachers OK, one more… © www.leanmanagement.nl 57
Editor's Notes
- Wie is hier omdat je hier in de organisatie mee aan de gang bent? Wie is hier omdat hij gehoord heeft dat dit interessant zou kunnen zijn? Wie heeft al 1 van deze boeken gelezen?
- There are patterns in our organizations that make that engagement disappears instead of growing it.