Retrospective on steroids - Toyota Kata

Retrospective on steroids
Håkan Forss
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com

Retrospective on steroids

Suggestions points in many direction

Improvement Whack-a-Mole

Håkan Forss
Agile Coach
@hakanforss

© King.com Ltd 2015 – Commercially confidential
We make great games
About King
Page 12
• We have developed more than 200 fun titles and offer games in over 200 countries and regions around the world.
• 340 million average monthly unique users (Q2 2015).
• Studios in Stockholm, London,
Barcelona, Bucharest, Malmo,
Berlin, Singapore and Seattle.
• Offices in San Francisco,
Malta, Tokyo, Seoul and
Shanghai.

Some stats and facts
About King
Page 13
1500Employees(approx)
Four global franchises:
Founded in 2003, studios in
Stockholm, London, Barcelona,
Malmo, Bucharest, Berlin,
Singapore and Seattle.
Global leader in
cross-platform casual
games.
Candy Crush Pet Rescue Farm Heroes Bubble Witch

Page 14
Some stats and facts
1.000.000.000.000
Millions of players around
the world.
Approximately 1.4 billion average
daily game plays across our games
in Q2 ‘15
More than 1 trillion levels played!
• Games popular across platforms, and can be played anywhere, anytime on any device.
• 3 games in the top 10 grossing games on the Apple App Store and on Google Play in the US in Q2 ‘15 .
• Our Saga games allow players to switch platform without losing their progress.
About King

The evolution of King
About King
Page 15
• Founded in 2003
• Originally games were only
available through our site and
portals including AOL and
Yahoo!
Online skill Social Mobile
• Launched first game on
Facebook in Q2 2011
• Launched first game on mobile
H2 2012

Some of our games
About King
Page 16

Lean/Agile Coach
Flow Sensei
The Plumber
Toyota Kata Geek

I’m a huge LEGO fan!
DISCLAIMER
LEGO® is a trademark of the LEGO
Group, which does not sponsor,
authorize or endorse this presentation.

What is a Kata?

What is a Kata?
Synthesizing thought and
behavior in skillful action;
the metacognition of
reflection in action
Ikujiro Nonaka - Managing Flow

Wax on, wax off

Create ”muscle memory”
for continuous improvements

Planning Phase
Understand
Direction
Grasp Current
Condition
Executing Phase
Set the Next
Target
Condition
Iterate toward
Target
Condition
Repeat

Vision
Current
Condition
Target
Condition
Challenge
Target
Condition
Target
Condition
Target
Condition

Vision: To boldly go where no brick
has been before!

Current Condition

Challenge: …We choose to go to the
moon in this decade…

Target Condition

Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center
Mission:AS11 Roll:44 Frame:6548
Target Condition

Leader coaching the learners

The Improvement Kata Handbook is Copyright © 2012 by Mike Rother
http://www-personal.umich.edu/~mrother/Materials_to_Download.html

True Lean/Agile Leadership stype

A STORY
Names and places has been changed to protect the quilt

Not so fast
Not so motivated

Faster
Motivated

POSITIVE- GREEN

NEGATIVE - RED

GREEN
GREEN
RED
RED
Reality
Measured

GREEN
GREEN
RED
RED
Reality
Measured
POSITIVE
NEGATIVE

GREEN
GREEN
RED
RED
Reality
Measured
FALSE POSITIVE
FALSE NEGATIVE

Understand
Direction
GREEN is really GREEN
RED is really RED The Vision

Understand
Direction
RED is really RED
The Challenge

Focus process
Continuous Integration process
Challenge
RED is really RED
Target Condition
Achieve by:
Actual Condition PDCA Cycle Records
Obstacle parking lot
???
Grasp Current
Condition

We don’t really know!
Grasp Current
Condition

Grasp Current
Condition

Focus process
Challenge
RED is really RED
Target Condition
Achieve by:
Actual Condition
70% RED that should
have been GREEN
PDCA Cycle Records
0%
20%
40%
60%
80%
100%

Obstacle 1
Obstacle 2
Obstacle 3
Obstacle 4

Our next target
condition is… Set the Next
Target
Condition

Focus process
Challenge
RED is really RED
Target Condition
Achieve by:
Actual Condition
70% RED that should
have been GREEN
PDCA Cycle Records
0%
20%
40%
60%
80%
100%
Set the Next
Target
Condition

Focus process
Challenge
RED is really RED
Target Condition
Achieve by: in one month
40% RED that should
have been GREEN
Actual Condition
70% RED that should
have been GREEN
PDCA Cycle Records
0%
20%
40%
60%
80%
100%
Set the Next
Target
Condition

Target Condition
40% that should have
been
Current Condition
been
Iterate toward
Target
Condition

Target Condition
been
Current Condition
been
Iterate toward
Target
Condition

Focus process
Challenge
RED is really RED
Target Condition
40% RED that should
have been GREEN
Actual Condition
65% RED that should
have been GREEN
PDCA Cycle Records
0%
20%
40%
60%
80%
100%

Still not so fast
Motivation is still low

Obstacle 1
Obstacle 2
Too busy to improve!!
Obstacle 3
Obstacle 4

Focus process
Challenge
RED is really RED
Target Condition
40% RED that should
have been GREEN
Actual Condition
65% RED that should
have been GREEN
PDCA Cycle Records
0%
20%
40%
60%
80%
100%
Set the Next
Target
Condition
MEET EVERY DAY

Target Condition
been
Current Condition
been
Iterate toward
Target
Condition

Focus process
Challenge
RED is really RED
Target Condition
40% RED that should
have been GREEN
Actual Condition
55% RED that should
have been GREEN
PDCA Cycle Records
0%
20%
40%
60%
80%
100%
MEET AS SOON
AS DONE
Set the Next
Target
Condition

Target Condition
been
Current Condition
been
Iterate toward
Target
Condition

Focus process
Challenge
RED is really RED
Target Condition
40% RED that should
have been GREEN
Actual Condition
40% RED that should
have been GREEN
PDCA Cycle Records
0%
20%
40%
60%
80%
100%
MEET AS SOON
AS DONE

More improvements
Motivation is high

Smaller batches
Meet very often
Quick wins
Have fun!!

Rocks !!

Understand
Direction

The Vision
“A goal is not always meant to be
reached, it often serves simply as
something to aim at”
Bruce Lee
Understand
Direction

The Vision
Process focused, not outcome
focused
It’s not a business or company vision
Understand
Direction

Toyota’s Vision for Its
Production Operations
Zero defects
100 percent value added
One-piece flow, in sequence, on
demand
Security for people
Understand
Direction

Software development
Vision example
Zero defects, in production
100 percent value added
Highest value first, on demand
Understand
Direction

Get out of the corner office
Grasp Current
Condition

What to collect
Data and facts, not gut feel
Process description (Value Stream Map)
Process metrics
Outcome metrics
Grasp Current
Condition

Process metrics
•The period required to complete an item, or task
from start to finish in one part of the processCycle time
•The amount of items, or tasks currently in one
process stepWork-In-Process
•The amount of items, or tasks currently in a queue in
the processQueue size
•The duration of a process cycle, at what
pace/cadence the process should run
Iteration length, Takt
time
•The number of defectsDefects
•The number of people operating the processTeam size
Grasp Current
Condition

Outcome metrics
• The time to complete an item, or task from start
of the process all the way to the end of the
process
Lead-time
• The number of items, or tasks completed in a
period of timeThroughput
• The quality of the product you produceQuality
Grasp Current
Condition

This is the next
target condition … Set the Next
Target
Condition

Beyond the knowledge
threshold Set the Next
Target
Condition

Put a square peg in a
round hole Set the Next
Target
Condition

Setting a target condition
Hypothesis on the journey
towards the next Challenge and Vision
Based on your business strategy and
model for process improvement
Follow the Goldilocks rule
Not too hard, Not too easy, Just Right
Set the Next
Target
Condition

Current
Condition
Target
Condition
Challenge
Target
Condition
Target
Condition
Target
Condition

Current
Condition
Challenge

Target Condition examples
All work visible
Lead time 40 days (from 80 days)
Work-in-process 15 (from 20)
Deploy to production every 2 weeks
Set the Next
Target
Condition

Improvements are experiments
Iterate toward
Target
Condition

Puff
Iterate toward
Target
Condition

Iterate toward
Target
ConditionOh, I did NOT
expect that!

The sound of learning
Iterate toward
Target
Condition

Hypothesis
Prediction
Experiment
Observation
Learning Iterate toward
Target
Condition

Expect at least 50% of the
experiments will not give
the expected result
This is when we REALLY learn!
Iterate toward
Target
Condition

Learning
Iterate toward
Target
Condition

Target
Condition
Current
Condition

Target Condition
Current Condition

Toyota Kata summaryOrganization ”muscle memory” for continuous
improvements
True Lean/Agile Leadership style
Improvements are experiments
Familiar routines, as you probe through the unknown

Are the exact
Katas important?

Yes, but
• Having routines are more important
– People should know what to expect
– Adds extra security when probing through
the unknown

Your treasure map to Toyota Kata!
http://hakanforss.wordpress.com/tag/toyota-kata/
http://www-personal.umich.edu/~mrother/Homepage.html
http://www.lean.org/kata/
http://www.slideshare.net/mike734
http://www.slideshare.net/BillCW3/

Retrospective on steroids - Toyota Kata

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Retrospective on steroids - Toyota Kata