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The Improvement Kata
ESTABLISH THE TARGET CONDITION
Practice
this
Routine
For reference
see:
Chapter
5
Target Condition
1
What challenge
are we striving
to meet?
ORIENTATION
Establish the
Next Target
Condition
Target
Condition
What pattern
do we want to
have next?
Go
and
See
ACT PLAN
CHECK DO
PDCA Toward the
Target Condition
The 5
Questions
What is the
current pattern
of working?
Grasp the
Current
Condition
Understand
the
Direction
Target Condition© Mike Rother / Improvement Kata Handbook
2
3
A TARGET CONDITION
ENABLES TEAMWORK
Target
Condition
WITHOUT a
Target Condition
Disorganized discussion.
Exchange of opinions.
My idea versus your
idea. “Who's right?”
Prioritization by
dominant individuals.
No PDCA.
WITH a
Target Condition
Structured approach.
What do we need to
do next to reach our
objective?
Target Condition© Mike Rother / Improvement Kata Handbook
4
“Let the
data
speak.”
“Oh,
yeah –
sez
who?”
5
Characteristics
Target vs Target Condition
Target vs Target Condition

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Establish the Target Condition

  • 1. The Improvement Kata ESTABLISH THE TARGET CONDITION Practice this Routine For reference see: Chapter 5 Target Condition 1
  • 2. What challenge are we striving to meet? ORIENTATION Establish the Next Target Condition Target Condition What pattern do we want to have next? Go and See ACT PLAN CHECK DO PDCA Toward the Target Condition The 5 Questions What is the current pattern of working? Grasp the Current Condition Understand the Direction Target Condition© Mike Rother / Improvement Kata Handbook 2
  • 3. 3
  • 4. A TARGET CONDITION ENABLES TEAMWORK Target Condition WITHOUT a Target Condition Disorganized discussion. Exchange of opinions. My idea versus your idea. “Who's right?” Prioritization by dominant individuals. No PDCA. WITH a Target Condition Structured approach. What do we need to do next to reach our objective? Target Condition© Mike Rother / Improvement Kata Handbook 4 “Let the data speak.” “Oh, yeah – sez who?”
  • 6. Target vs Target Condition
  • 7. Target vs Target Condition

Editor's Notes

  1. The current condition, slides 14-48 should take about 1.5 hours ± 15 minutes. We should be at this point at about 11:30am. The target condition is the start of a new section and new instructor.
  2. This slide is a good stress point of moving to the date and envisioning you are already there. Sighting in a gun is a great example. PDCAs are firing, go see how close you are to bullseye, go back, and next PDCA is adjust the scope up/down-L/R, fire again. There are “Conditions” that affect how accurate and precise you are: Wind speed (Process characteristic affecting your bullet trajectory), Sun/Clouds (Process Characteristic affecting your sight), Distance (Process Metric determining where on scope {height} you need to look to allow for arc), Scope Adjustment increments (Process Metric affecting your accuracy)…….
  3. Basketball game for your team is a good example. Outcome Metric = W-L; Points Scored – Points Allowed; I’m a Coach and my tem has the following Current Condition: Process Characteristics: 6 small guards, good ball handlers and shooters, with avg speed, 2 Medium sized Forwards, great FT shooters, not physical style; Process Metric affecting this for our team is FT%, 3FG% we are 45%3FG & 90%FT. Current game 1st half, we shot 20 3FG attempts at 40%, 5 FG outside the lane/paint at 0%, and only 3 FT at 100%. It’s halftime against a taller, fast break team. we are behind 10 points. My TC is by the end of the second half, Outcome = W, Process Metric = 15 3FG at 40%, 25 FG at 40% inside the lane or layups, 16 FT attempts at > 90%. Process Characteristics and Parameters or Patterns: (how we want to play the game) Ask that of the class??? Change the Process Parameters! We need to Guards drive to the basket more and get fouled, Forward stop shooting 10 ft jump shots, take 1 power dribble move and go up, block-out and get more Offensive rebounds (put backs). Change the way we play to get higher % shot attempts