Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...
Toyota Kata at La-Z-Boy
1. Toyota Kata Journey
La-Z-Boy Tennessee, Dayton, TN
Maryland World Class Consortia
Hank Czarnecki – LeanHank@Auburn.edu
October 2014
2. Facts of La-Z-Boy - Dayton TN
The majority of the product is made and assembled by hand,
assisted by powered tools
The plant uses 45,000 to 50,000 board feet of wood each day,
10 million board feet annually
The plant uses 100,000 lbs of steel /day, 24 million lbs/year,
enough to make 360 Sherman tanks
The plant produces approximately 700 miles of units each year,
if lined up single file, they would stretch to Canada
The plant uses approximately 168,000 gallons of wood glue/yr,
enough to fill an Olympic size swimming pool
This facility produces approximately 3,500 units/day,(16,500
units/wk or 810,000 units/yr) across 2 manufacturing shifts
Incentive Pay System – Approx. 1,200 Team Members
Industry Week Best Plant Winner - 2012
3. Overview
What is Toyota Kata?
The Dayton Journey
The Step(s)
Vision & Tools
Passion
Results
Lessons
Learned www-personal.umich.edu/
~mrother/Homepage.html
7. What is Toyota Kata?
It's a systematic approach to:
A. Generate Continuous Improvement &
B. Develop Strong Problem Solvers
Combines a scientific pattern with techniques of
deliberate practice
Doing small things on a daily basis to improve a
process toward a next 'target condition'
Working toward the target condition by overcoming
the next obstacle in front of you
Kata is a continuous journey that never ends
8. Improvement Implementation
• Ongoing Daily Management Process for Continual Improvement
– No beginning or end
– Not project management
– Not Kaizen Event
– Not Kata Event
– Not Kata Project
12. The Dayton Journey - Milestones
Aug. 2011: Initial Training Conducted - U of M
Dec. 2011: Training held in Dayton - Mike Rother
Corporate and Plant CI Managers
Dec. 2011: Dayton Advance Team Formed
May 2012: 3 sent to Siloam Springs for MEP Training
July 2012: 4 sent to Siloam Springs for MEP Training
Sept. 2012: 21 trained by MEP at Dayton (Advance Team Trained)
Dec. 2012: Second MEP class at Dayton 24 trained
Advance Team trained in Vision/Challenge Development
June 2013: Third MEP class at Dayton 17 trained
Nov. 2013: Fourth MEP/AME class at Dayton 24 trained with 11
outside companies participating on-site
13. La-Z-Boy Coaching Development
Awareness Advance
Team
1stWave
Do
2nd Wave 3rd Wave
Teach
4th Wave
w/ AME
2nd Coach MEP
Trained
Coach
MEP
Direction
Established
Advance
Team
Advance
Team
Evolve
1st Coach MEP
Trained
Coach
Advance
Team
2nd Wave 3rd Wave
Learner Aug & Dec
2011
May &
July 2012
Sept 2012
Advance
Team
Dec 2012 June
2013
Nov
2013
14. Kata the Kata Implementation
Current Condition
Advance Team trained
62 Learners trained
34 Active Learners
Daily Coaching Kata avg 27%
Leadership Engagement 20%
Avg Learner Proficiency = 2.5
Target Condition (By 12/1/15)
53 Active Learners
Daily Coaching Kata > 70%
Leadership Engagement 50%
Avg Learner Proficiency = 3.0
16. Learner Tracking/Proficiency
No. Learner Coach 2nd Coach Trained By Position Proficiency
3 Angel Shaver Scott Gross AMS Coach 1
4 Bill Hays Janet Earnhardt David Lambeth Rother Lead Team 5
12 Chris Baldassaro Joe Burgess Scott Gross AMS Coach 3
14 Chris Jordan Steve Miller Jason Smith Rother Coach 2
16 Chris Smith Jason Smith Bill Hays AMS Coach 2
17 Christy Davis Everett Steve Miller Jason Smith AMS Coach 2
21 David Robinson Bill Hays David Lambeth Rother Lead Team 5
25 Dewayne Keener Ronnie Angel Scott Gross AMS Coach 2
26 Dewey Gravett David Robinson Jason Smith Rother Manager 1
27 Dustin Henderson Ronnie Angel Scott Gross AMS Coach 3
28 Earl Shadden Ronnie Angel Scott Gross AMS Coach 2
30 Gary Miles Robert Swafford Jim Gentry AMS Hourly 3
33 Greg Wilkey Joe Burgess Jason Smith AMS Coach 2
36 Jason Boles Charlotte Swafford Bill Hays AMS Coach 1
37 Jason Grasham Steve Miller Jason Smith AMS Coach 3
17. The Step
As a Company, everyone from top executives to
the floor coaches sat in a conference room for
hours to establish the Vision inside La-Z-Boy.
Everyone working toward one common goal
“Changing the Culture at La-Z-Boy”
This was a huge step in La-Z-Boy making the
commitment to Kata. (Dec. 2012)
20. Assembly Cell Challenges (12/31/14)
1 Piece Standard WIP at all
Stations (1 x 1 Flow) with No
Double Handling
Zero DTF (Disruption To Flow)
Operate a balanced line at
200%
100% Cross Trained on All Cell
Operations
Tour Ready 24/7
Zero Safety Incidents
1 x 1 Flow at Lowest
Possible Cost
Zero Defects
100% On-Time Delivery
with No Splits
100% Value Added
Activities
21. Current Condition -Visual Report Out
Boards
Report Out
Boards track:
• Safety
• Quality
• Productivity
and
• Kata
(Coaching
Cycles)
25. 5 Questions
Back of card - Reflection Section
Reflect on the Last Step Taken
Because you don't actually know
what the result of a step will be!
1) What was your Last Step?
2) What did you Expect?
3) What Actually Happened?
4) What did you Learn?
------------------------------>
Return
The Five Questions
1) What is the Target Condition?
2) What is the Actual Condition now?
--------(Turn Card Over)--------------------->
3) What Obstacles do you think are preventing
you from reaching the target condition?
Which *one* are you addressing now?
4) What is your Next Step? (next PDCA /
experiment) What do you expect?
5) When can we go and see what we
Have Learned from taking that step?
*You'll often work on the same obstacle for several PDCA cycles
Card is turned over to
reflect on the last step
26. PDCA Cycles to Target Condition
1. PREDICTION SIDE:
Before the first coaching cycle the
Learner proposes the 1st step, what will
be measured, and what s/he expects in
the first two boxes of the form
2. EVIDENCE SIDE:
Once the step (experiment) is done, the
Learner fills in data on What Happened,
reflects by comparing that with the
expectation, and records What We Learned
3. Based on what was learned in the last
experiment, the learner proposes the next step,
what will be measured and what s/he expects
27. Improvement Kata Tracking
Learner 1st Coach Process
Challenge
Theme
Starting
Condition
Current
Condition
Starting
Date
Current
Date Learned Status
Days
Coaching
Total
CK's % CK"s
Scott Gross Katie Hall Cell 1
200% base
line 146% 170% 7/16/2013 8/1/2013
Working in Cell last week the cell
averaged 164% Active 12 8 67%
Katie Hall Scott Gross Cell 12
200% base
line 100% 110% 7/16/2013 8/16/2013
7 man team now banding machine
causing a lot of probllems Active 20 20 100%
Earl
Shadden Scott Gross Cell 14
200% base
line 141% 154% 3/25/2013 8/1/2013
Had to replace 2 people in cell
/Starting over with crosstraining Active 106 42 40%
Randall
Masengale Scott Gross cell 29
200% base
line
New
employee
starting over 161% 3/25/2013 6/10/2013
Cell won most improved cell 3 times
in the last 3 months Active 106 50 47%
Russell
Goins Scott Gross Cell 17
0%
controlable
DQC in
Cells
VOC
Complaints
14.14 8.36 3/4/2013 8/19/2013
Russell has lowered the complaint
rate in half and has hit his target
condition and will now set new
target Active 121 35 29%
Paul
Bowling Scott Gross Cell 7
0%
controlable
DQC in
Cells
VOC
Complaints
15.19 10 7/17/2013 8/1/2013
Paul has dicovered that the 306s are
the main thing driving the DQC in
Cell 7 Active 24 7 29%
Rick
Johnson Scott Gross Cell 18
0%
controlable
DQC in
Cells 8000 DPMO 8000 DPMO 5/21/2013 8/1/2013
DPMO went up last week /checking
to see whats driving the rise Active 65 21 32%
28. Learner
Learner going over
her Coaching Cycle
with her Team
Members prior to
the Coaching Cycle
with her 1st Coach
and 2nd Coach
29. Coaching
The 2nd Coach evaluates the
1st Coach to ensure that the
1st Coach is:
• Following the process
• Asking the right
questions
• Understanding
Knowledge Threshold
• Linking Data with next
PDCA experiment
• Pulling Lessons Learned
from the Learner
30. The coach is responsible for
teaching the improvement
kata, and for the results
The coach uses the coaching
kata, asking the 5 TK
questions
2nd Coach Participates
periodically Pays
particular attention to the
coach (coaches the coach)
The learner and
team use the
improvement kata
The team owns the
target condition and
works to achieve it.
Knowledge
Threshold
32. Coaching Tracking Form
Having a Coaching
Tracking Process for
all active “Kata” lets
anyone see who are
the Coach and
Learner. Easy way to
track participation
from our coaches
and learners.
34. The Passion
Finding someone to fill a role of a lead person to
understand Kata and that can help coach Kata
This person has to have passion in what they do
They have to want to make a difference everyday
they walk in the door
Their passion and enthusiasm is what drives new
ways of learning
Passion is what helps change a culture
36. Kata Results Summary
Cell Efficiency Increases from 10% to28%
Defect Level Improvements of 20% to 50%
5S Scores Improved 20%
Supply Route Time Improved 30%
Cell Disruption to Flow’s Reduced 15%
Employee Involvement with Kata
37. Lessons Learned & Next Steps
Lessons Learned
Must start with Vision + Challenge
Don’t begin IK’s without this
Need alignment in Vision/Challenge/Target
The 2nd coach is critical to the process
Strong tendency to view Kata as Kaizens, as “Events” or “Projects”
Must focus on the Learner, not the process or “project”
Daily Coaching Kata are critical – this is a learning process
Next Steps
Increase Daily Coaching Cycles to embed in the culture
Increase top management engagement
Expand use to non-production areas
Continue to drive into the organization “DNA”
38. Questions?
Hank Czarnecki
LeanHank@Auburn.edu
Auburn Technical Assistance Center
www.AuburnWorks.org
Editor's Notes
This slide just shows the journey from the first training classes through current
Sr. Mgt. must be engaged in the process not just “behind” the process
Though it has been significant investment for us, we have seen results in increased output, improved quality, leaner processes, etc.