How do we get started with Toyota Kata?

1. Lean A Management [‘A AAAA Teachers How to get started with Toyota Kata? Let’s make a Target Condition! Emiel van Est & Erik Manschot December 2014 © www. |eanmanagement. n|

2. How do we get started? This is a question we get quite often. _ Let’s use the Improvement Kata to s. ,_, ,., ..s»—Vl£ get to some answers. 1—~2—t3— 4 Understand Grasp the Establish the Iieraie Toward the Current Next Target the Direction Condition Condition Target Condition R ( 1 (Q E as © Mike Rotherl Improvement Kata Handbook © www. |eanmanagement. n|

3. Understand the Direction Why do you think Toyota Kata should be part of your future? El What are you striving for? CI What is your higher purpose? T @/ YOU are here Understand Grasp the Establish the Iterate Toward the Current Next Target the Target Direction Condition Condition Condition G Target Condition . © www. |eanmanagement. n| © Mike Rotherl Improvement Kata Handbook

4. Understand the Direction CI Ingredients of your answer could be: El Achieving strategic challenges. CI Highly motivated people striving to improve on a daily basis. El Decision-making based on facts and data. El Respectful interactions between The . Toyota peop e. _ . . ' Way El Personal and professional 2001 growth for everybody. Source of inspiration for these ingredients. © www. |eanmanagement. n|

5. Understand the Direction 7.? ‘ Current condition Target Condition Current effects of improvement efforts Desired effect of improvement efforts II II Achieving strategic challenges II II Highly motivated people striving to improve on a daily basis II 3 II Decision making based on facts and data 3 II Respectful interactions II Personal and professional growth © www. |eanmanagement. n|

6. K I Grasping the Current Condition KAI‘. You may have been on your improvementjourney for quite some time now orjust starting off. How would you describe the current characteristics and outcomes of your improvement efforts? YOU are here Establish the Next Target Condition Iterate Toward the Target Condition ® Understand Grasp the the Current Direction Condition Targ et Condition © www. |eanmanagement. nl © Mike Rotherl Improvement Kata Handbook

7. Grasping the Current Condition Current condition Target Condition _ Lean Six Sigma Black belts in management _ Lean Six Sigma Black belts in staff _ Lean Six Sigma Green belts _ Lean Six Sigma Yellow belts _ People untrained _ Team members per team Current effects of improvement efforts Desired effect of improvement efforts II II Achieving strategic challenges II Highly motivated people striving to improve on a daily basis II Decision making based on facts and data II Respectful interactions ULILIU 2| Personal and professional growth © www. |eanmanagement. n|

8. Establish a Target Condition What could it look like when you have Toyota Kata fully deployed? Can we make an image so we can understand what kind of improvement infrastructure we need to build? T a/ YOU are here Establish the I Iterate Toward Next Target the Target Condition Condition Understand Grasp the the Current Direction Condition G Target : Condition E © www. |eanmanagement. n| © Mike Rotherl Improvement Kata Handbook

9. Establishing a Target Condition 9 How many 2"“ Coaches do we How many 15* Coaches do we need? How many lmprovers do we need? erbeteraar (Mentee) Improver Improver Improver (Menlee) (Menfee) (Menliee) How many of our people will participate as a team member? © www. |eanmanagement. n|

10. Establishing a target condition 7,? ‘ Current condition _ Lean Six Sigma Black belts in management _ Lean Six Sigma Black belts in staff _ Lean Six Sigma Green belts _ Lean Six Sigma Yellow belts _ People untrained _ Team members per team Current effects of improvement efforts II ULILIU Target Condition _ 2”‘ Coaches in top management function 15‘ Coaches in management function Learners / lmprovers Team members per team Storyboards Desired effect of improvement efforts II Achieving strategic challenges II Highly motivated people striving to improve on a daily basis II Decision making based on facts and data II Respectful interactions II Personal and professional growth © www. |eanmanagement. n|

11. Lean A :3 Management Teachers AAAA How many do we need? Let’s do the math! © wvvw. |eanmanagement. n|

12. Coaching ratios for our math Lower limit = 1:3 Upper limit = 1:6 2”“ Coach 2" ' Coach l "Coach l "Coach l "Coach mprover Improver mprover mprover Improver mprover mprover Improver mprover mprover Improver mprover mprover Improver mprover l " Coach Improver Improver Improver Improver Improver Improver Improver Improver © www. |eanmanagement. n| Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver

13. Team sizes for our math Lower limit: Teams of 3 Team Team Member Member Upp er limit: Teams of 15 Team Member Team Member Team Member Team Member Team Member Team Member Team Member © www. |eanmanagement. n| lmprover I_I_l_l_l_l_L_ l—I—l—I—l—_ l—| ‘_ Team Vember Team Vember Team Vember Team Vember Team Vember Team Vember Team Vember

14. Example Calculations Managment / Coaching Ratio Teams size including lmprover Role 2nd coach 1st coach lmprover Team me mbe r Total organisation Number of People % of Organisation 3% 10% 29% 58% 100% Managment/ Coaching Ratio Teams size including lmprover Role 2nd coach 1st coach lmprover Team member Total organisation © www. |eanmanagement. n| Number of People 1 6 36 180 223 Lets see what happens when we try some more combinations! % of Organisation 0% 3% 16% 81% 100%

15. A t‘. Team members versus team size . ... Team member Coaching Ratio Percentage of organisation Teamsize on execution level (Including lmprover) Most people will be engaged in improvement activities as a team member. © www. |eanmanagement. n|

16. lmprovers versus team size 35% 30% 25% 20% 10% 5% 0% Percentage of organisation | -‘ £11 a° lm prover 4 6 8 10 12 14 16 Teamsize on execution level (Including lmprover) Smaller teams enable more lmprovers. More lmprovers enables more improvement. © www. |eanmanagement. n|

17. 15* coaches versus team size Percentage of organisation 12% 10% 8% 6% 4% 2% 0% 1st Coach 4 6 8 10 12 14 Teamsize on execution level (Including lmprover) Having more lmprovers working in smallerteams requires more 15‘ coaches. © www. |eanmanagement. n|

18. 2”“ coaches versus team size 2nd Coach Coaching Ratio Teamsize on execution level (Including lmprover) Having more lmprovers working in smallerteams; being coached by more 15‘ coaches requires more 2"“ coaches. © www. |eanmanagement. n|

19. Number of storyboards People using Storyboard 2 4 6 8 10 12 14 16 Teamsize on execution level (Including lmprover) All coaches and all lmprovers will use a storyboard (or something similar). © www. |eanmanagement. n|

20. There seems to be a Sweet Spot ; , Toyota uses team sizes of about 6. y me Toyota uses coaching ratio’s of about 1 to 4. We typically use management ratios of1 to 10 . , , _ _ upto 1 to . ..? ' CI The highest number I heard so far is 43.. ExcELLENc: 1 EVE CI There is no way you can coach 43 l . ._ people on a daily basis! .. As a starting coach you may be able to coach 1 or 2 people. © www. |eanmanagement. n|

21. Sweet Spot Team member Coaching Ratio Percentage of organisation Teamsize on execution level (Including lmprover) 79% of the people as a team member © www. |eanmanagement. n|

22. Sweet Spot 35% cu O R 25% N O o° I-‘I-‘ OU'| o°e° Percentage of organisation O U1 o° o° lm prover l l l : l 4 6 8 10 12 14 16 Teamsize on execution level (Including lmprover) 16% of the people as improvers © www. |eanmanagement. n|

23. Sweet Spot 1st Coach Coaching Ratio Percentage of organisation 6 8 10 12 Teamsize on execution level (Including lmprover) 4% of the people as 15* coaches © www. |eanmanagement. n|

24. Sweet Spot Znd Coach anisation Percentage of org I—‘ l—| N) O U‘! O X o° o° Teamsize on execution level (Including lmprover) 1% of the people as 2"“ coaches © www. |eanmanagement. n|

25. Sweet Spot pg People using Storyboard l I l 2 4 6 8 10 12 14 16 Teamsize on execution level (Including lmprover) 21% of the people using a storyboard © www. |eanmanagement. n|

26. Example for an organisation with 400 people Estimated number of people for the different improvement roles: El lmprovers = 400x16% = 64 people El 1st Coaches = 400x 4% = 16 people El 2nd Coaches = 400 x 1% = 4 people El Storyboards 400 x 21% = 84 boards What would the numbers be for your organisation? © www. |eanmanagement. n|

27. A Establishing a target condition for a 400 An‘ people organisation AAAA Current condition Target Condition _ Lean Six Sigma Black belts in management 4 2”‘ Coaches in top management function _ Lean Six Sigma Black belts in staff 16 15‘ Coaches in management function _ Lean Six Sigma Green belts 64 Learners/ lmprovers _ Lean Six Sigma Yellow belts 6 Team members per team _ People untrained 84 Storyboards _ Team members per team Daily coaching cycles Current effects of improvement efforts Desired effect of improvement efforts II II Achieving strategic challenges II II Highly motivated people striving to improve on a daily basis I! 3 II Decision making based on facts and data 3 II Respectful interactions 2! Personal and professional growth © www. |eanmanagement. n|

28. A Target skill levels per role 5.. Improvement Kata Coaching kata 2"“ skill level skill level Coaching Skill Level 2"d°°a°“/ .// / JJJ / / 15‘ Coach I I / I / lmprover J I Team member / " u-. -- .5 $33 K. Who needs to learn the most? © www. |eanmanagement. n|

29. Where to focus your attention? 5:‘. Target Condition / Focus your attention on this group of people. 4 2"“ Coaches in top management function 15‘ Coaches in management function They have to learn the most and will be able to get the greatest leverage out of the initial learning efforts. Learners/ lmprovers 6 Team members per team 84 Storyboards Daily coaching cycles Once this group gets experienced in the use of the Improvement Kata and the Coaching Kata, you can expand at an ever quicker pace engaging more and K more people. Desired effect of improvement efforts 3 Achieving strategic challenges It Highly motivated people striving to improve on a daily basis Decision making based on facts and data 2| Respectful interactions Personal and professional growth © www. |eanmanagement. n|

30. Iterate toward the Target Condition 5;; What obstacles do you think are preventing YOU from reaching the Target Condition? Well, that depends on who YOU are. .. T (.1 YOU are here Understand Grasp the Establish the ‘ Iterate Toward the Current Next Target the Target Direction Condition Condition Condition G . "@151? © Mike Rotherl Improvement Kata Handbook © www. |eanmanagement. n|

31. Who are you? Management Team Member? Middle Manager? Team Leader? Team Member? Lean Coach? Six Sigma Black Belt? ®Nestor Galina For what part of the Target Condition can you take ownership? © www. |eanmanagement. n|

32. Yawm«wwl'lw+l~ool«wx~ge Yoww-a»w{'+0’&€/ btvvflme/ wovl. ob Mahatma Ghandi. © www. |eanmanagement. n| A . “. AAAA Depending on your position in the organization you will face different obstacles. So which one do you pick and what will be YOUR first step?

How do we get started with Toyota Kata?

EmielVanEst

How do we get started with Toyota Kata?