People to Meet at KataCon

KataCon is a couple of weeks out. If you are considering going you are probably looking at the keynote speakers and KataGeekYellowbreakout workshops.

The other reason to attend KataCon is to meet other people and share experiences with them. I’d like to introduce you to two of those people.

imageHal Frohreich is the Chief Operating Officer of Cascade DAFO in Ferndale, Washington. Their product is custom pediatric foot / ankle orthotics that help kids walk. Yup, custom. Every one is different.

Since taking the position, Hal has been using Toyota Kata as a mechanism to develop the leadership and technical skills of the supervisors and, in doing so, make fundamental shifts to the culture of the organization. For you TWI folks, he has also deployed TWI, especially Job Instruction, along side the Toyota Kata for much more consistency in the way work is performed.

 

 

imageHal provides support to his Production Manager, Tim Grigsby. Tim coaches 4-7 kata boards every day and covers diverse areas including people development, I.T. issues, R&D, and production. Tim views his job as seeing that each work team has the time, education, direction, space, tools and help to improve their work. Toyota Kata provides the structure that he uses to help them develop critical thinking and clarity in their target conditions, obstacles, and their PDCA cycles.

Each afternoon the COO and CEO walk the floor and review the target conditions, obstacles and next steps. This helps keep things aligned as well as ensure nobody is “stuck” on a problem that is outside of their scope to fix.

 

I believe, and teach, that Toyota Kata is a mechanism for driving culture change, and this is the philosophy that Hal and Tim have embraced. While the performance of the organization has dramatically improved by every measure you care to ask about, that is not the real result of this work.

The real outcome has been to create a cadre of front-line leaders that are taking initiative and applying creative solutions vs. just getting through the day doing what they are told.

Come to KataCon and find these guys. They are worth talking to.

KataCon 2017 Keynote: Joe Ross

Joseph P. RossLast year I nominated Joe Ross, the CEO of Meritus Health in Hagerstown, MD to be a keynote speaker at the 2017 KataCon. I did so because I think Meritus has a compelling story.

Like many organizations, Meritus had engaged in several years of staff-led improvement focused on events and things like “A3 Training.” And like many organizations, while the individual events seemed successful, the actual long-term traction was limited.

A little over a year ago Meritus started exploring Toyota Kata as a possible way to change the cultural dynamic. The 2017 KataCon will be on the anniversary of our first training session.

In the meantime, Meritus also applied the same thinking to how they did their senior leader rounding, as well as applying the thinking shifting the way the staff interacts with patients and each other.

Joe’s talk will cover these key points and the lessons they have learned along the way.

I hope you will be there to hear his message and meet him as well some of his key people.

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Learning = Extending the Threshold of Knowledge

“My computer won’t boot.”

Mrs. TheLeanThinker’s computer was hanging on the logo screen, keyboard unresponsive.

I know already that if the CPU were bad it wouldn’t get this far.

I also knew that the system hasn’t even tried to boot the OS from the hard drive yet, so that likely isn’t the problem.

Working hypothesis: It’s something on the motherboard.

Start with the simple stuff that challenges the working hypothesis:

  • Hang test a different, known good, power supply. No change.
  • Pull memory cards and reinstall them one by one. No change.
  • Pull the motherboard battery, unplug, wait a few minutes to possibly reset the BIOS. No change.
  • Try holding down the DEL key on power-up to get into BIOS settings. Nope, system still hangs, though it does read that one keystroke, the keyboard is dead after that.
  • Try Ctrl-Home to reach the BIOS flash process. Nope.

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There is no evidence that the motherboard is not dead. Final test:

Get the numbers off the motherboard, find the same model on Amazon, order it for $37.50 to the door. (Intel hasn’t made this processor type since 2011).

New motherboard arrived today. Switch it out, takes about 30 minutes.

Boot up the machine, works OK, set the time in the BIOS, and pretty much good to go.

Convince Windows 10 that I haven’t made a bootleg copy.

Done.

The Threshold of Knowledge

I learned to code in 1973 on PDP-8 driving teletypes. Although my programming skills are largely obsolete these days, I am comfortable poking around inside the box of a PC, and I generally know how they work. Thus, the troubleshooting and component replacement I described above was not a learning experience. Yes, I learned what was wrong with this computer. (The “bad motherboard” was a hypothesis I tested by installing a new one.) But I didn’t learn anything about computers in general.

Rather than working through experiments into new territory, I was troubleshooting. Something that had worked was not working now. My experiments were an effort to confirm the point of failure.

Therefore, as interesting as the diversion was, aside from a little research on some of the more arcane troubleshooting, it was not a learning exercise for me. It was all within my Threshold of Knowledge.

In the Improvement Kata, “threshold of knowledge” refers to the boundary between “We know for sure” and “We don’t know.” Strictly speaking, we only say “We know” when there is specific and relevant evidence to back it up.

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In this case, my challenge (fix the wife’s computer) was well inside the red circle.

But this wouldn’t be the case for everyone.

The Threshold of Knowledge is Subjective

Someone else with the same challenge may not see this as a routine troubleshoot-and-repair task. Rather, he has to learn.

I had to learn it at some point as well. The difference is that I had already learned it. I had already made mistakes, taken a week to build a PC and get it working many years ago. I learned by experimenting and being surprised when something didn’t work, then digging in and understanding why. On occasion, especially in the early days, I consulted experts who coached me, or at least taught me what to do and why.

Coaching To Extend the Threshold of Knowledge

Learning is the whole point of the Improvement Kata. That is why we call the “improver” the “learner.” If someone encounters a problem like my example and I am responsible for developing their skills, I am not serving them if I do something like:

  • Sit down at their machine and troubleshoot it.
  • Tell them what step to take, and asking what happened so I can interpret the outcome.

That second case is deceptive. The question is “Who is doing the thinking?” If the coach is doing the thinking, then the coach isn’t coaching, and the learner isn’t learning.

In this case I would also have to recognize this is going to take longer than it would if I did it myself. That is a trap many leaders fall into. They got where they are because they can arrive at a solution quickly. But the only reason they can do that is because, at some point in the past, they had time to learn.

“My computer doesn’t boot.” If my objective is for this person to learn, then I need to go back to the steps of learning. Given that the challenge is likely “My computer operates normally,” what would be my next question to help this person learn how to troubleshoot a problem like this?

I need to know what they know. “Do you know where in the boot sequence it is hanging up?” If the answer is “No,” or just a repeat of the symptom, then my next target condition is for them to understand the high-level sequence of steps that happens between “ON” and the login screen. That would be easy to depict in a block diagram. It’s just another process. But my learner might have to do a little research, and I can certainly point him in the right direction.

I’m not going to get into the details here, because this post isn’t about troubleshooting cranky computers.

General Application

“If somebody comes to me with a problem, I have two problems.”

  • The original issue.
  • The fact that this person didn’t know how to handle it.

You can easily translate my computer example into a production quality example. A defect is produced by a process that normally does not produce them. What is different between “Defect” and “Defect-Free?” Something is. We just don’t know what.

Is it something we need to learn? Something we need to teach? Or something we need to communicate?

If my working challenge for my organization is something like “Everyone knows everything they need to do their jobs perfectly.” then I am confronted every day with evidence that this is not as true as I would like.

If I look at those interventions as “the boss just doing his job” then I lose the opportunity to teach and to grow the organization. I am showing how much I know, and by doing so just extending the dependency. That might feel good in the short term, but it doesn’t do much for the future.

Think about this… in your organization, if the boss were promoted or hired out of the job tomorrow, would you look outside the immediate organization for a replacement? If so, you are not developing your people. When I see senior leaders being hired from outside, all I can do is wonder why they have so little faith in the people they already have.

_________

*I remember when Gateway built their own machines, which I guess shows how long I’ve been playing with PCs. Then again, I remember when the premium brand was Northgate. Of course, I also remember programming on punch cards.

It’s “What must we learn?” not “What should we do?”

Darren left a great question in the Takt Time-Cycle Time post:

Question… Which system is more efficient, a fixed rigid Takt based production line or a flexible One Piece Flow?

In terms of designing a manual based production line to meet a theoretical forecasted ‘takt time’, (10 fixed workstations needs 10 operators), how do you fluctuate in a seasonal business (+/-25%/month) to ensure you don’t end up over stocking your internal customer?

Would One Piece Flow be more efficient on the whole value chain in this instance due to its flexibility?

That was a few weeks ago. Through its evolution, this post has had four titles, and I don’t think there is a single sentence of the original draft that survived the rewrites.

I started this post with a confident analysis of the problem, and the likely solution. Then I realized something. I don’t know.

My brain, just like every other brain on the planet (human and others) is an incredibly efficient pattern matching machine. I got a little bit of information, and immediately filled in a picture of Darren’s factory and proceeded to work out a course of actions to take, as well as alternatives based on other sets of assumptions.

NO, No, no!

Our Reflex: Jumping to Solution

This graphic is copied from Mike Rother’s presentation material. It is awesome.

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It is likely that at this point you know that it doesn’t say “JUMPING TO CONCLUSIONS” under the little blue square, and of course you are right.

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But in spite of the fact that you know the truth, it is likely you still read “JUMPING TO CONCLUSIONS” when you look at the first graphic. I know I do, and I present this all of the time.

Our brains are all wired to do this, it is basic survival. It happens very fast. Think about a time when you have been startled by something you thought you saw, that a few seconds later you realized it was nothing.

That pattern recognition triggered the startle. It was seconds later that your logical brain took over and analyzed what was really going on. This is good. We don’t have time to figure out if that movement in the grass was really a leopard or not. We’ll sort that out after we get away.

Our modern brains work the same way with learned patterns imagebut we are usually very poor at distinguishing between “what we really know” and “what we have filled in with assumptions.”

This is the trap that we “lean experts” (whatever that means) fall into all of the time. We take limited information, extrapolate it into a false full understanding, and deliver a diagnosis and treatment.

Boom. Done. Next?

What’s even worse is we often don’t hang around to see if the solution worked exactly the way we expected, or if anomalies came up.

In other words, everything comes down to takt, flow and pull, right? Kinda, but kinda not.

Some Technical Background

All of the above notwithstanding, it really helps to understand how the mechanics of “lean” tie together to create the physical part of an organic/technical process.

What I mean by “really helps” is this understanding gives you a broad sense of how the mechanics help people learn. Someone who only understands the mechanics as “a set of tools” is committing the gravest sin: Leaving out the people.

One Piece Flow

One piece flow is not inherently efficient. It is easy to have lots of excess capacity, which translates to either overproduction or waiting, and still have one piece flow.

This is the people part: One piece flow makes those imbalances very obvious to the people doing the work so you can do something about them, if you choose to. Many people think the goal is one piece flow. The goal is making sure the people doing the work can see if the flow is going smoothly or not; and give them an opportunity to fix the things that make flow less than smooth.

A pull system is designed to throw overproduction (or under-production) right into your face by stopping your line rather than allowing excess stuff to just pile up. Again, it is a tool to give the people doing the work immediate visibility of something unexpected rather than the delayed reporting of inventory levels in a computer somewhere.

Flexibility

Any given level of capacity has a sweet spot for efficiency. Even “inefficient” systems are most efficient when their capacity (usually defined by a bottleneck somewhere) is at 100% utilization (which rarely happens).

If other process steps are capable of running faster (which is the very definition of a bottleneck), they will, they must either be underutilized or build up work-in-process. This is part of the problem Darren is asking about – flooding his downstream operation with excess WIP to keep his line running efficiently.

If your system is designed to max out at 100 units / day, and you make less than, that your efficiency is reduced. If the next operation can’t run at 100 units / day and absorb your output, then it is the bottleneck. See above.

Now, let’s break down your costs of capacity. In the broadest sense, your costs come down to two things:

  • Capital equipment. (And let’s include the costs of the facility here.)
  • Labor – paying the people.

The capital equipment cost is largely fixed. At any rate of production less than what the equipment is capable of holding, you are using it “less efficiently” than you could. Since machines usually operate at different rates, it is you aren’t going fully utilize anything but the slowest one. It doesn’t make sense to even try.

People is more complicated. In the short term, your labor costs are fixed as well. You are paying the people to be there whether they are productive or not.

When the people are operating machines, your flexibility depends on how well the automation is designed. The technical application of “lean tools” to build flow cells pushes hard against this constraint. We strive to decouple people from individual machines, so the rate can flex up and down by varying the work cycles rather than just having people wait around or over produce.

At the other end of the labor spectrum is pure manual work, like assembly. We are striving for that same flexibility by moving typically separated operations together so people can divide the labor into zones that match the desired rate of production.

All of these approaches strive for a system that allows incrementally adjusting the capacity by adding people as needed. However this adds costs as well, often hidden ones. Where do these people come from, and frankly, “what are they doing when they aren’t working for you?” are a couple of questions you need to confront. The people are not parts of the machine. The system is there to help the people, not the other way around. This is people using tools to build something, not tools being run by people.

Handling Seasonal Production Efficiently

“Our demand is seasonal” is something I hear quite a bit. It is usually stated as though it is a unique condition (to them) that precludes level production. In my nearly 30 years in industry, I haven’t encountered a product (with the possible exception of OEM aircraft production and major suppliers) that didn’t have a seasonal shift of some kind.

Depending on the fluctuations and predictability of future demand, using a combination of managing backlog and building up finished goods is a pretty common way to at least partly level things out for planning purposes.

That being said, I know of at least one company whose product is (1) custom ordered for every single unit and (2) highly seasonal (in fact, they are in their peak season as I write this). They don’t have as many options.

Solving the Problem

With all of that, we get to Darren’s specific question.

The short answer is “I don’t know, but we can figure it out.”

There isn’t a fixed answer, there is a problem to solve, a challenge to overcome.

Challenge

I am interpreting the challenge here as “Have the ability to flex production +/- 25% / month without sacrificing efficiency.”

Just to ensure understanding of the challenge, I would ask to translate the production capacity targets into takt times. What is the fastest takt time you would need to hit? What is the slowest?

In other words, the +/-25% makes me do math, even if I know the baseline, before I really know what you need to be able to do. Let’s get some hard numbers on it so we will all agree when we see it, or don’t.

Remember, takt time is simply a normalization of your demand over your production time. It is a technique for short-term smoothing of your demand. It doesn’t mean you are operating that way.

Current Condition

We need to learn more, so the next questions have to do with the current condition.

While this post is too short to get down to the details, there are some additional questions I would really need to understand here.

Known: There are 10 fixed workstations with 10 operators.

Assumed to be known: The high and low target takt times (from the challenge).

How are the workstations laid out?

What are the cycle times of each operation?

What is actually happening at each of the workstations?

What are they currently capable of producing in relation to the takt times we want to cover in our +/- 25% range?

A good way to start would be to get exit cycles from each of the positions, and from the whole line. What is the current cadence of the operation? What are the lowest repeatable cycle times? How consistently is it able to run? What is driving variation?

Since we are looking for rate flexibility, I am particularly concerned with understanding points of inflexibility.

I would be looking at individual steps, at distance between the workstations, and how easily it is to shift work from one to another. Remember, to be as efficient as possible, each work cycle needs to be as close as possible to the takt time we are striving to achieve this season. Since that varies, we are going to need to create a work space that gives us the smoothest transitions possible.

What is the Next Target Condition?

I don’t know.

Until we have a good grasp of the current condition, we really can’t move beyond that point. While I am sure Darren knows much more, I am at my threshold of knowledge: 10 workstations, 10 operators. That’s all I know.

However I do know that it is unlikely I would try to get to the full challenge capability all at once. Even if I did have a good grasp of the current condition, I probably can’t see the full answer, just a step that would do two key things:

  • Move in the direction I am trying to go.
  • Give me more information that, today, is hidden by the nature of the work.

For an operation this size, (if I were the learner / person doing the improvement here) I would probably set that target condition for myself at no more than a week or two. (This also depends on how much time I can focus on this operation, and how easy it is to experiment. The more experiments I can run, the faster I will learn, and the quicker I can get to a target.)

Now… I will re-state the target condition to answer this question:

“We can’t… [whatever the target condition is]… “because ________.” as many times as I can. That is one way to flush out obstacles.

Another way is just to tell the skeptics we are going to start operating like this right away, then write down all of the reasons they think it won’t work. Smile

Then the question is “OK, which of these obstacles are we going to address first?”

Iterate Experiments / PDCA to learn.

Once I know which obstacle I am choosing to address first, I need to know more about it. What do I want to learn, or what effect do I want to have on the process? Those things are my expected result.

Now… what do I need to do to cause that to happen? That is my next experiment.

And we are off to the races. As each learning cycle is completed, your current condition, your current level of understanding, changes. As you learn more, you better understand the obstacles and problems.

When you reach a target condition (or realize you are at the deadline and haven’t reached it), then go back to the top, review the challenge, make sure you understand the current condition, and establish a new target. Lather, rinse, repeat.

This Isn’t About “The Answers.”

imageA long time ago, when I first started this blog, I wrote a post called “The Chalk Circle.” I told the story of one of my more insightful learning experiences in the shadow of one of the original true masters, the late Yoshiki Iwata. My “ah ha” moment finally came several years later, and a year after his death. He wasn’t interested in the answers, he was teaching me the questions.

We don’t know the answers to a problem like “How do I get maximum efficiency through seasonal demand changes.” The answer for one process might give you something to think about, but copying it to another is unlikely to work well. What would work for Darren’s operation is unlikely to work in Hal’s. Even small differences mean there is more learning required.

When confronted with a problem, the first question should never be “What should we do?” Rather, we need to ask “What do we need to learn?”  What do we know? What do we not understand? What do we need to learn, then what step should we take to learn it? Taking actions without a learning objective is just trying stuff and hoping it works without understanding why.

What works is learning, by applying, the thinking behind sound problem solving, and being relentlessly curious about what is keeping you from moving to the next level.

I have come a long way since my time with Mr. Iwata, I continue to learn (lots), sometimes by making mistakes, sometimes with unlikely teachers, at times and in ways I least expect it. Sometimes it isn’t fun in the moment. Sometimes I have to confront something I have hidden from myself.

One thing I have learned is that the people who have all of the answers have stopped learning.

Darren – if you want to discuss your specific situation, click on “Contact Mark” and drop me an email.

Toyota Kata: Reflection on Coaching Struggling Learners

The “Five Questions” are a very effective way to structure a coaching / learning conversation when all parties are more or less comfortable with the process.

The 5 Questions of the Coaching Kata

Some learners, however, seriously struggle with both the thinking pattern and the process of improvement itself. They can get so focused on answering the 5 questions “correctly” that they lose sight of the objective – to learn.

A coach, in turn, can exacerbate this by focusing too much on the kata and too little on the question: “Is the learner learning?”

I have been on a fairly steep learning curve* in my own journey to discover how modify my style in a way that is effective. I would like to share some of my experience with you.

I think there are a few different factors that could be in play for a learner that is struggling. For sure, they can overlap, but still it has helped me recently to become more mindful and step back and understand what factors I am dealing with vs. just boring in.

None of this has anything to do with the learner as a person. Everyone brings the developed the habits and responses they have developed throughout their life which were necessary for them to survive in their work environment and their lives up to this point.

Sometimes the improvement kata runs totally against the grain of some of these previous experiences. In these cases, the learner is going to struggle because, bluntly, her or his brain is sounding very LOUD warning signals of danger from a very low level. It just feels wrong, and they probably can’t articulate.

Sometimes the idea of a testable outcome runs against a “I can’t reveal what I don’t know” mindset. In the US at least, we start teaching that mindset in elementary school.

What is the Point of Coaching?

Start with why” is advice for me, you, the coach.

“What is the purpose of this conversation?” Losing track of the purpose is the first step into the abyss of a failed coaching cycle.

Coach falling over a cliff.

Overall Direction

The learner is here to learn two things:

  • The mindset of improvement and systematic problem solving.
  • Gain a detailed, thorough understanding of the dynamics of the process being addressed.

I want to dive into this a bit, because “ensure the learner precisely follows the Improvement Kata” is not the purpose.

Let me say that again: The learner is not here to “learn the Improvement Kata.”

The learner is here to learn the mindset and thinking pattern that drives solid problem solving, and by applying that mindset, develop deep learning about the process being addressed.

There are some side-benefits as the learner develops good systems thinking.

Learning and following the Improvement Kata is ONE structured approach for learning this mindset.

The Coaching Kata, especially the “Five Questions” is ONE approach for teaching this mindset.

The Current Condition

Obviously there isn’t a single current condition that applies to all learners. But maybe that insight only follows being clear about the objective.

What we can’t do is assume:

  • Any given learner will pick this up at the same pace.
  • Any given learner will be comfortable with digging into their process.
  • Any given learner will be comfortable sharing what they have discovered, especially if it is “less than ideal.”

In addition:

  • Many learners are totally unused to writing down precisely what they are thinking. They may, indeed, have a lot of problems doing this.
  • Many learners are not used to describing things in detail.
  • Many learners are not used to thinking in terms of logical cause-effect.
  • The idea of actually predicting the result in a tangible / measurable way can be very scary, especially if there is a history of being “made wrong” for being wrong.

Key Point: It doesn’t matter whether you (or me), the coach, has the most noble of intentions. If the learner is uncomfortable with the idea of “being wrong” this is going to be a lot harder.

Summary: The Improvement Kata is a proven, effective mechanism for helping a learner gain these understandings, but it isn’t the only way.

The Coaching Kata is a proven, effective mechanism for helping a coach learn the skills to guide a learner through learning these things.

For the Improvement Kata / Coaching Kata to work effectively, the learner must also learn how to apply the precise structure that is built into them. For a few people learning that can be more difficult than the process improvement itself.

Sometimes We Have To Choose

A quote from a class I took a long time ago is appropriate here:

“Sometimes you have to choose between ‘being right’ or ‘getting what you want.’”

I can “be right” about insisting that the 5 Questions are being answered correctly and precisely.

Sometimes, though, that will prevent my learner from learning.

Countermeasure

When I first read Toyota Kata, my overall impression was “Cool! This codifies what I’ve been doing, but had a hard time explaining.” … meaning I was a decent coach, but couldn’t explain how I thought, or why I said what I did. It was just a conversation.

What the Coaching Kata did was give me a more formal structure for doing the same thing.

But I have also found that sometimes it doesn’t work to insist on following that formal structure. I have been guilty of losing sight of my objective, and pushing on “correctly following the Improvement Kata” rather than ensuring my learner was learning.

Recently I was set up in the situation again. I was asked to coach a learner who has had a hard time with the structure. Rather than trying to double down on the structure, I experimented and took a different approach. I let go of the structure, and reverted to my previous, more conversational, style.

The difference, though, is that now I am holding a mental checklist in my mind. While I am not asking the “Five Question” explicitly, I am still making sure I have answers to all of them before I am done. I am just not concerned about the way I get the answers.

“What are you working on?” While I am asking “What is your target condition?,” that question has locked up this learner in the past. What I got in reply was mostly a mix of the problems (obstacles) that had been encountered, where things are now, (the current condition), some things that had been tried (the last step), what happened, etc.

The response didn’t exactly give a “Target Condition” but it did give me a decent insight into the learner’s thinking which is the whole point! (don’t forget that)

I asked for some clarifications, and helped him focus his attention back onto the one thing he was trying to work out (his actual target condition), and encouraged him to write it down so he didn’t get distracted with the bigger picture.

Then we went back into what he was working on right now. It turned out that, yes, he was working to solve a specific issue that was in the way of making things work the way he wanted to. There were other problems that came up as well.

We agreed that he needed to keep those other things form hurting output, but he didn’t need to fix them right now. (Which *one* obstacle are you addressing now?). Then I turned my attention back to what he was trying right now, and worked through what he expected to happen as an outcome, and why, and when he would like me to come by so he could show me how it went.

This was an experiment. By removing the pressure of “doing the kata right” my intent is to let the learner focus on learning about his process. I believe I will get the same outcome, with the learner learning at his own pace.

If that works, then we will work, step by step, to improve the documentation process as he becomes comfortable with it.

Weakness to this Approach

By departing from the Coaching Kata, I am reverting to the way I was originally taught, and the way I learned to do this. It is a lot less structured, and for some, more difficult to learn. Some practitioners get stuck on correct application of the lean tools, and don’t transition to coaching at all. I know I was there for a long time (probably through 2002 or so), and found it frustrating. It was during my time as a Lean Director at Kodak that my style fundamentally shifted from “tools” to “coaching leaders.” (To say that my subsequent transition back into a “tools driven” environment was difficult is an understatement.)

Today, as an outsider being brought into these organizations, my job is to help them establish a level of coaching that is working well enough that they can practice and learn through self-reflection.

We ran into a learner who had a hard time adapting to the highly structured approach of the Improvement Kata / Coaching Kata, so we had to adapt. This required a somewhat more flexible and sophisticated approach to the coaching which, in turn, requires a more experienced coach who can keep “the board” in his head for a while.

Now my challenge is to work with the internal coaches to get them to the next level.

What I Learned

Maybe I should put this at the top.

  • If a learner is struggling with the structured approach, sometimes continuing to emphasize the structure doesn’t work.
  • The level of coaching required in these cases cannot be applied in a few minutes. It takes patience and a fair amount of 1:1 conversation.
  • If the learner is afraid of “getting it wrong,” no learning is going to happen, period.
  • Sometimes I have to have my face slammed into things to see them. (See below.)
  • Learning never stops. The minute you think you’re an expert, you aren’t.

__________________

image* “Steep learning curve” in this case means “sometimes learning the hard way” which, in turn means, “I’ve really screwed it up a couple of times.”

They say “experience” is something you gain right after you needed it.

Coaching Kata: Walking Through an Improvement Board

Improver's Storyboard

The Coaching Kata is much more than just asking the 5 questions. The coach needs to pay attention to the answers and make sure the thinking flows.

Although I have alluded to pieces in prior posts, today I want to go over how I try to connect the dots during a coaching cycle.

Does the learner understand the challenge she is striving for?

The “5 Questions” of the Coaching Kata do not explicitly ask about the challenge the learner is striving for. This makes sense because the challenge generally doesn’t change over the course of a week or two.

But I often see challenges that are vague, defined only by a general direction like “reduce.” The question I ask at that point is “How will you know when you have achieved the challenge?

If there isn’t a measurable outcome (and sometimes there isn’t), I am probing to see if the learner really understands what he must achieve to meet the challenge.

This usually comes up when I am 2nd coaching and the learner and regular coach haven’t really reached a meeting of the minds on what the challenge is.

Is the target condition a logical step in the direction of the challenge?

And is the target condition based on a thorough grasp of the current condition?

I’m going to start with this secondary question since I run into this issue more often, especially in organizations with novice coaches. (And, by definition, that is most of the organizations where I spend time.)

It is quite common for the learner to first try to establish a target condition, and then grasp the current condition. Not surprisingly, they struggle with that approach. It sometimes helps to have the four steps of the Improvement Kata up near the board, and even go as far as to have a “You are here” arrow.

Four steps of the Improvement Kata
(c) Mike Rother

Another question I ask myself is Can I directly compare the target condition and the current condition? Can I see the gap, can I see the same indicators and measurements used for each so I can compare “apples vs apples”?

Along with this is the same question I ask for the challenge, only more so for the target condition:

How will the learner be able to tell when the target is met? Since this has a short-term deadline, I am really looking for a crisp, black-and-white line here. The target condition is either met or not met on the date.

Is there a short-term date that is in the future?

It is pretty common for a novice learner to set a target condition equal to the challenge. If they are over-reaching, I’ll impose a date, usually no more than two weeks out. “Where will you be in two weeks?” Another way to ask is “What will the current condition be in two weeks?”

Sometimes the learner has slid up to the date and past it. Watch for this! If the date comes up without hitting the target, then it is time to reflect and establish a new target condition in the future.

Is the target condition a step in the direction of the challenge?

Usually the link between the target condition and the overall challenge is pretty obvious. Sometimes, though, it isn’t clear to the coach, even if it is clear in the mind of the learner. In these cases, it is important for the coach to ask.

Key Point: The coach isn’t rigidly locked into the script of the 5 questions. The purpose of follow-up questions is to (1) actually get an answer to the Coaching Kata questions and (2) make sure the coach understands how the learner is thinking. Remember coach: It is the learner’s thinking that you are working to improve, so you have to understand it!

(And occasionally the learner will try to establish a target condition that really isn’t related to the challenge.)

Does the “obstacle being addressed” actually relate to the target condition?

(Always keep your marshmallow on top!)

The question is “What obstacles do you think are preventing you from reaching the target condition?” That question should be answered with a reading of all of the obstacles. (Again, the coach is trying to understand what the learner is thinking.) Then “Which one (obstacle) are you addressing now?”

Generally I give a pretty broad (though not infinitely broad) pass to the obstacles on the list. They are, after all, the learner’s opinion (“…do you think are…”). But when it comes to the “obstacle being addressed now” I apply a little more scrutiny.

I have addressed this with a tip in a previous post: TOYOTA KATA: IS THAT REALLY AN OBSTACLE?

It is perfectly legitimate, especially early on, for an obstacle to be something we need to learn more about. The boundary between “Grasp the current condition” and “Establish the next target condition” can be blurry. As the focus is narrowed, the learner may well have to go back and dig into some more detail about the current condition. If that is impeding getting to the target, then just write it down, and be clear what information is needed. Then establish a step that will get that information.

Sometimes the learner will write down every obstacle they perceive to reaching the challenge. The whole point of establishing a Target Condition is to narrow the scope of what needs to be worked on down to something easier to deal with. When I focus them on only the obstacles that relate directly to their Target Condition, many are understandably reluctant to simply cross other (legitimate, just not “right now”) issues off the list.

In this case it can be helpful to establish a second Obstacle Parking Lot off to the side that has these longer-term obstacles and problems on it. That does a couple of things. It can remind the coach (who is often the boss) that, yes, we know those are issues, but we aren’t working on those right now. Other team members who contribute their thinking can also know they were heard, and those issues will be addressed when they are actually impeding progress.

Does the “Next step or experiment” lead to learning about the obstacle being addressed?

Sometimes it helps to have the learner first list what they need to learn, and then fill in what they are going to do. See this previous post for the details: IMPROVEMENT KATA: NEXT STEP AND EXPECTED RESULT.

In any case, I am looking to see an “Expected result” that at least implies learning.

In “When can we go and see what we have learned from taking that step?” I am also looking for a fast turn-around. It is common for the next step to be bigger than it needs to be. “What can you do today that will help you learn?” can sometimes help clarify that the learner doesn’t always need to try a full-up fix. It may be more productive to test the idea in a limited way just to make sure it will work the way she thinks it will. That is faster than a big project that ends up not working.

Toyota Kata: What is the Learner Learning?

In the language of Toyota Kata we have a “coach” and a “learner.” Some organizations use the word “improver” instead of “learner.” I have used those terms more or less interchangeably. Now I am getting more insight into what the “learner” is learning.

The obvious answer is that, by practicing the Improvement Kata, the learner is learning the thinking pattern that is behind solid problem solving and continuous improvement.

But now I am reading more into the role. The “learner” is also the one who is learning about the process, the problems, and the solutions.

Steve Spear has a mantra of “See a problem, solve a problem, teach somebody.” This is, I think, the role of the learner.

What about the coach?

The coach is using the Coaching Kata to learn how to ask questions that drive learning. He may also be un-learning how to just have all of the answers.

As the coach develops skill, I advise sticking to the Coaching Kata structure for the benefit of beginner learners. It is easier for them to be prepared if they understand the questions and how to answer them. That, in turn, teaches them the thinking required to develop those answers.

Everybody is a Learner

The final question in the “5 Questions” is “When can we go and see what we have learned from taking that step?” It isn’t when can I see what You have learned. It is a “we” question because nobody knows the answers yet.

Toyota Kata: Is That Really an Obstacle?

“What obstacles do you think are preventing you from reaching the target condition?”

When the coach asks that question, she is curious about what the learner / improver believes are the unresolved issues, sources of variation, problems, etc. that are preventing the process from operating routinely the way it should (as defined by the target condition).

I often see things like “training” or worse, a statement that simply says we aren’t operating the way the target says.

Here is a test I have started applying.

Complete this sentence:

“We can’t (describe the target process) because ________.”

Following the word “because,” read the obstacle verbatim. Read exactly what it says on the obstacle parking lot. Word for word.

If that does not make a grammatically coherent statement that makes sense, then the obstacle probably needs to be more specific.

 

 

Notes and Thoughts from KataCon 2

The 2016 Toyota Kata Summit developed some interesting themes.

Even though the keynote addresses were not coordinated, one message emerged across them all.

This is about leadership development.

And by that, I don’t mean it is about further developing those in leadership positions. I mean it is about developing good thinking and leadership skills in everyone who chooses to deliberately learn. The “kata” are a structure for that learning, but learning the kata themselves is not the goal. It is a means to the end.

I know I have said this before, but now I see the beginning of a shift in the larger community, away from “kata as a problem solving tool” and toward “kata as a practice routine” for something bigger than the kata themselves.

Some Quotes and Themes

Improvement cannot be separate from management.

– Amy Mervak

This may well seem obvious. But in the vast majority of organizations, improvement is the job of the Continuous Improvement Department, or the Quality Department, or some other staff department.

If they are working on developing the improvement skills of line management, then all well and good. But if they are working directly on making improvements, then that is the problem at the root of “lack of leadership engagement.”

Intentional practice results in intentional learning.

– Amy Mervak

Put another way, without intentional practice, learning is a matter of luck. If you want your organization to actually learn a new behavior, then people and teams have to deliberately practice it until it is a habit.

What differentiates excellent organizations from their competitors is effective execution of strategy.

– Mike Rother

There is no shortage of effective models. But those models all require shifts in how people respond, especially under stress, to the unexpected.

Even in the best of times,

We want to learn something new, but we habitually follow our [existing] routines.

– Mike Rother

Our brains, and therefore we, are hard-wired to do this. And “under stress” is not the time to try to learn a new response. It has to be practiced in a space where it is safe to screw it up and learn.

This actually goes pretty deep. I have worked with a few organizations, and one in particular, where everyone adamantly agrees what changes must be made. But they don’t take active steps to get there.

Which brings us to:

40 priorities = No priorities.

Strategic priorities must be focused and formally expressed.

– Amy Mervak

It doesn’t do any good to have a Grand Vision if it is vague, or so diluted that Everything Is Important. Your job (management) is to be clear so people don’t waste their time working hard on something that doesn’t make a difference.

Although he was not present, Bill Costantino was quoted:

A long discussion is a symptom of lack of clarity on the current condition or the challenge.

– Bill Costantino

In other words, “What are we trying to accomplish here, and where are we now?” never get asked or clarified.

On Culture Change Modification

An interesting point was made about culture. Yes, we are working to shift the culture of the organization. But “change” may imply that we are changing everything. In reality, we have to consider:

  • What are we choosing to keep, maintain, enhance?
  • What are we choosing to alter?
  • What are we choosing to let go?

If these are deliberate decisions made by the team, then there is an opportunity to make purposeful adjustments, and frame them in the context of “What are we striving for?”

So perhaps the term “culture modification” is more appropriate.

Dave Kilgore’s presentation (full disclosure: I nominated Dave as a keynote) highlighted an organizational culture as the challenge for his advance team.

image

And because they are focused on creating this culture, they are making tangible progress.

Brad Frank asked the audience an interesting question.

If someone brings you a problem, there are two problems. What is the second one?

-Brad Frank

I have alluded to this in previous posts. As a leader, you have to ask “Why was my organization unable to make the correct decision without coming to me?”

Every time someone has to come and ask you something, it means you are an obstacle to their success.

– Brad Frank

Dave Kilgore emphasized the same thing and uses David Marquet’s “Ladder of Leadership” model both as a way to advance the culture, as well as a way to assess the current condition by listening to people.

I wanted to get these notes up there. I’ll cover Day 2 in another post.

Countdown to KataCon

The 2nd Toyota Kata summit is February 18-19 in Fort Lauderdale, and I plan to be there.

imageThis year looks to be more of a cross-section of people and companies that are working on their own versions of the culture shift. There isn’t “one way” and it looks like the keynotes reflect that.

I have a little insight into one of those presentations – Dave Kilgore of Continental Automotive in Newport News, VA. When the community was asked to nominate prospective keynote presenters last fall, I was quick to get Dave’s name up there because I think he has a compelling story. He knows what worked, and didn’t work, for his site and why.

 

  • They’ve tried this more than once, and kept trying. This time it is working. He’ll talk about what they learned in the process.
  • They are focusing on the culture of the organization.
  • He talks about the journey of organizing his advance team, what they do, and why they do it.
  • And they have developed a pretty cool “kata” for coaching coaches that is simple and effective.

The other thing I can say is that the conference organizers are also learning. This won’t be a clone of least year. They are working hard to make sure you are getting a diverse set of speakers with compelling messages. Each speaker has a senior / experienced member of the community to give feedback as they develop their presentation. You are unlikely to see a raw unpolished PowerPoint dump.

And finally, I would love to meet you if you are reading my stuff here. So let me know if you are planning on attending!

And if you are THINKING about attending, but haven’t registered yet, here is the web site: http://katasummit.com/

Mark