Tag: Toyota Kata

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Overproduction vs. Fast Improvement Cycles

A couple of weeks ago ago I posted the question “Are you overproducing improvements?” and compared a typical improvement “blitz” with a large monument machine that produces in large batches.

I’d like to dive a little deeper into some of the paradoxes and implications of 1:1 flow of anything, improvements included.

What is “overproduction” – really?

In the classic “7 wastes” context, overproduction is making something faster than your customer needs it. In practical terms, this means that the cycle time of the producing process is faster than the cycle time of the consuming process, and the producing process keeps making output after a queue has built up above a predetermined “stop point.”

If the cycle times are matched, then as an item is completed by the upstream process, it is consumed by the downstream process.

If the upstream process is cycling faster, then there must be an accumulation of WIP in the middle, and that accumulation must be dealt with. Further, those accumulated items are not yet verified as fit-for-use by the downstream process that uses them.

The way this applies to my “Big Improvement Machine” metaphor is that we are generating “improvement ideas” faster than we can test and incorporate them into the process.

“Small Changes” Doesn’t Mean “Slow Changes”

No matter how good your solution or idea, it is just an academic exercise until it is anchored as the an organizational norm. The rate limit on improvement is established by how quickly people can absorb changes to their daily, habitual routine.

Implementing and testing small changes one-by-one is generally faster than trying to make One Big Change all at once. When we do One Big Change, it is usually actually a lot of small changes.

I hear “we don’t have time to experiment,” but when I ask what really happens if a big change is made, what I hear almost every time is they had to spend considerable time getting things working. Why? Because no matter how well the Big Change was thought through, once you are actually trying it, the REAL problems will come up.

Key Point #1: Don’t waste time trying to develop paper solutions to every problem you can imagine. Instead, “go real” with enough of the new process to start revealing the real issues as quickly as possible.

In other words, the sooner you start actively learning vs. trying to design perfection, the quicker you’ll get something working.

Slow is Smooth, Smooth is Fast

Your other objective here is to develop the skill within the organization to test and anchor changes quickly, as a matter of routine. This will take time.

When we see a high-performance organization making rapid big changes, what we are typically seeing is making small changes even more rapidly. They have learned, through practice over time, how to do this. It isn’t reasonable to expect any organization to immediately know how to do this.

Key Point #2: If managers, or professional change agents (internal or external consultants, for example) are telling people exactly what to do, this learning is not taking place.

It is critical for the organization to develop this learning skill, and they are only going to do it if they can practice. Learning something new always involves doing it slowly, and poorly at first. If your internal or external consultants are serving you, their primary focus is on developing this basic competence. Their secondary focus is on getting the changes into place. This is the only approach that actually strengthens the organization’s capability.

The same is true for an operational manager who “gets” lean, but tries to just direct people to implement the perfect flow. It will work pretty well for a while. But think about how you (the operational manager) learned this stuff: Likely you learned it by making mistakes and figuring things out. If you don’t give your people a chance learn for themselves, you limit the organization in two ways:

  1. They will never be any better than you.
  2. They will wait to do what they are told, because that is what you are teaching them to do.

Think about what you want your people to be capable of doing without your help, and make sure you are giving them direction that requires them to practice doing those things. It will likely be different than telling them what they layout should look like.

Improve your Cycle Time for Change

Coming back to the original metaphor, if you want fast changes to last, you have to work speeding up the organization’s cycle time for testing improvement ideas. Part of this is going to involve making that activity an inherent and deliberate part of the daily work, not a special exception to daily work.

Part of that is going to be paying attention to how people are working on testing their ideas. The Improvement Kata and Coaching Kata are one way to learn how to deliberately structure this work so that learning takes place. Like any exponential curve, progress seems painfully slow at first. Don’t let that fool you. Be patient, do this right, and the organization will slingshot itself past where you would be with a liner approach.

Small changes, applied smoothly and continuously become big changes very quickly.

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The Ecosystem of Culture

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An organization’s culture and mindset evolve over time. When confronted with a problem or challenge, the organization (or more accurately, the people in the organization) view it through a filter of their experiences. Ideas that they believe have worked for them under past similar conditions are more likely to be applied again. Ideas that have seemed less successful, or more difficult, in the past are less likely to be applied again.

Over time, this collective experience determines how they respond to the day to day rough spots as well as more serious challenges. Those unconscious biases drive the responses, and in turn, shape how their processes are structured.

Different Cultures = Different Ecosystems

The process mechanics in a company like Toyota evolved over decades in a very specific organizational culture ecosystem, with specific values and beliefs shaped by their historic experiences.

When we are looking at the current processes in a different company, we are seeing the process mechanics that evolved in their management culture. Those process mechanics are optimized by the pressures that are exerted by the way THAT company is managed. Since Toyota is managed differently, its processes are optimized by different pressures, so will look different.

If we take Toyota’s process mechanics and shift them into a different ecosystem, they will have the different pressures exerted upon them. Different default decisions will be made. These alien process mechanics will likely begin to resemble the legacy processes rather quickly, if they survive at all.

This is why the promise of a rapid and dramatic change in operational results is frequently unfulfilled. The process mechanics are imported from a tropical rain forest, and installed in an alpine meadow. As beautiful as it looks in one environment, it won’t stand for long in the other.

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Adjusting the Culture vs. Adjusting the Process Mechanics

If we want this transplant to work, we have to pay careful attention to those evolutionary pressures. In practical terms, this means we try the new mechanics, we must watch carefully to learn what problems they reveal. We also need to observe the decisions that are made when these problems come up.

What adjustments need to be made in the way people interact, and to the immediate response to problems or surprises if this new process is to thrive?

Having a formal structure for this deliberate self-reflection is critical.

The Improvement Kata is engineered to specifically drive this kind of reflection by making changes as experiments, then deliberately reflecting with the question “What have we learned?”

For this to work, of course, we must be honest with ourselves and not just issue a flip answer like “It doesn’t work.”

Because we are asking people to adjust their responses, we are asking them to do things which are unfamiliar and may well run opposite from what they have experienced as successful for them in the past. If we try to move too fast, we are asking them to trust an alien process which is, in their experience, unproven in their environment. We might be asking them to reveal their own limits of knowledge – which is very scary for most of us.

That, in turn, asks for reflection on why “I don’t know…” is so scary to admit in the organization’s culture.

We have sold “lean” as a deceptively simple set of common-sense process mechanics with the idea that if we just implement them, we’ll get incredibly great results. As true as that is, “just implement them” is a lot harder than most of the “rapid improvement” models imply.

There is a lot going on behind what appears to be well understood and simple on the surface.

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Executive Rounding: Taking the Organization’s Vitals

Background:

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I wrote an article appearing in the current (October 2017) issue of AME Target Magazine (page 20) that profiles two very different organizations that have both seen really positive shifts in their culture. (And yes, my wife pointed out the misspelling “continous” on the magazine cover.)

The second case study was about Meritus Health in Hagerstown, Maryland, and I want to go into a little more depth here about an element that has, so far, been a keystone to the positive changes they are seeing.

Sara Abshari and Eileen Jaskuta are presenting the Meritus story at the AME conference next week (October 9, 2017).

Sara is a manager (and excellent kata coach) in the Meritus CI office. Eileen is now at Main Line Health System, but was the Chief Quality Officer at Meritus at the time Joe was presenting at KataCon.

Their presentation is titled Death From Kaizen to Daily Improvement and outlines the journey at Meritus, including the development of executive rounding. If you are attending the conference, I encourage you to seek them out – as well as Craig Stritar – and talk to them about their experiences.

Mark’s Word Quibble

In addition, honestly, the Target Magazine editors made a single-word change in the article that I feel substantially changed the contextual meaning of the paragraph, and I am using this forum to explain the significance.

Here is paragraph from the draft as originally submitted. (Highlighting added to point out the difference):

[…][Meritus][…] executives follow a similar structure as they round several times a week to check-in with the front line and ensure there are no obstacles to making progress. Like the Managing Daily improvement meetings at Idex, the executive rounding at Meritus has evolved as they have learned how to connect the front-line improvements to the strategic priorities.

This is what appears in print in the magazine:

[…][Meritus][…] executives follow a similar structure as they visit several times a week to check in with the frontline and ensure there are no obstacles to making progress. Like the MDI meetings at Idex, the executive visiting at Meritus has evolved as they have learned how to connect the front-line improvements to the strategic priorities.

While this editing quibble can easily be dismissed as a pedantic author (me), the positive here is it gives me an opportunity to highlight different meanings in context, go into more depth on the back-story than I could in the magazine article, and invite those of you who will be attending the upcoming AME conference to talk to some of the key people who will be presenting their story there.

Rounding vs. Visiting

In the world of healthcare, “rounding” is the standard work performed by nurses and physicians as they check on the status of each patient. During rounds, they should be deliberately comparing key metrics and indicators of the patient’s health (vital signs, etc.) against what is expected. If something is out of the expected range, that becomes a signal for further investigation or intervention.

“Visiting” is what the patient’s family and friends do. They stop by, and engage socially.

In industry, we talk about “gemba walks,” and if they are done well, they serve the same purpose as “rounding” on patients in healthcare. A gemba walk should be standard work that determines if things are operating normally, and if they are not, investigating further or intervening in some way.

I am speculating that if I had used the term “structured leader standard work” rather than “rounding” it would not have been changed to “visiting.”

Executive Rounding

Joe Ross, the CEO at Meritus Health, presented a keynote at the Kata Summit last February (2017). You can actually download a copy of his presentation here: http://katasummit.com/2017presentations/. The title of his presentation was “Creating Healthy Disruption with Kata.” More about that in a bit.

The keystone of his presentation was about the executives doing structured rounding on various departments several times a week. These are the C-Level executives, and senior Vice Presidents. They round in teams, and change the routes they are rounding on every couple of weeks. Thus, the entire executive team is getting a sense of what is going on in the entire hospital, not just in their departments.

Rather than just “visiting,” they have a formal structure of questions, built from the Coaching Kata questions + some additional information. Since everyone is asking the same basic questions, the teams can be well prepared and the actual time spent in a particular department is programmed to be about 5 minutes. The schedule is tight, so there isn’t time to linger. This is deliberate.

After the teams round, the executives meet to share what they have learned, identify system-wide issues that need their attention, and reflect on what they have learned.

In this case, rather than rounding on patients, the executives are rounding to check the operational health of the hospital. They are checking the vital signs and making sure nothing is impeding people from doing the right thing – do people know the right thing to do? If not, then the executives know they need to provide clarity. Do people know how to do the right thing? If not, then the executives need to work on building capability and competence.

In both cases, executives are getting information they need so they can ensure that routine things happen routinely, and the right people are working to improve the right things, the right way. In the long-term, spending this time building those capabilities and mechanisms for alignment deep into the operational hierarchy gives those executives more time to deal with real strategic issues. Simply put, they are investing time now to build a far more robust organization that can take on bigger and bigger challenges with less and less drama.

Results

Though they were only a little more than a year in when Joe presented at KataCon, he reported some pretty interesting results. I’ll let you look at the presentation to see the statistically significant positive changes in employee surveys, patient safety and patient satisfaction scores. What I want to bring attention to are the cultural changes that he reported:

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Leadership Development

Actually points 1. and 2. above are both about leadership development. The executives are far more in touch with what is happening, not only in their own departments, but in others. Even if they don’t round on their own departments, they hear from executives who did, and get valuable perspectives and questions from outsiders. This helps break down silo walls, build more robust horizontal linkages, and gives their people a stage to show what they are working on.

Since executives can’t be the ones with all of the solutions, they are (or should be) mostly concerned with developing the problem solving capabilities in their departments. At the same time, rounding gives them perspective on problems that only executive action can fix. In a many organizations mid-manager facing these systemic obstacles would try to work around them, ignore them, or just accept “that’s the way it is” and nothing gets done about these things. That breeds helplessness rather than empowerment.

On the other hand, if a manager should be able to solve the problem, then there is a leader development opportunity. That is the point when the executive should double down on ensuring the directors and upper managers are coaching well, have target conditions for developing their staff, and are aware of who is struggling and who is not. You can’t delegate knowing what is actually going on. Replying on reports from subordinates without ever checking in a couple of levels down invites well-meaning people to gloss over issues they don’t want to bother anyone about.

Breaking Down Silos by Providing Transparency

The side-benefit of this type of process is that the old cultures of “stay out of my area” silos get broken down. It becomes OK to raise problems. The opposite is a culture where executives consider it betrayal if someone mentions a problem to anyone outside of the department. That control of information and deliberate isolation in the name of maintaining power doesn’t work here. Nobody likes to work in a place like that. Once an organization has started down the road toward openness and no-blame problem solving, it’s hard to turn back without creating backlash of some kind within the ranks.

Creating Disruption

Joe used the term “Disruption” in the title of his presentation. Disruption is really more about emotions than process. There is a crucial period of transition because this new transparency makes people uncomfortable if they come from a long history of trying hard to make sure everything looks great in the eyes of the boss. Even if the top executive wants transparency and getting things out in the open, that often doesn’t play well with leaders who have been steeped in the opposite.

Thus, this process also gives a CEO and top leaders an opportunity to check, not only the responses of others, but their own responses, to the openness. If there are tensions, that is an opportunity to address them and seek to understand what is driving the fear.

In reality, that is very difficult. In our world of “just the facts, ma’am” we don’t like to talk about emotions, feelings, things that make us uncomfortable. Those things can be perceived as weakness, and in the Old World, weakness could never be shown. Being open about the issues can be a level of vulnerability that many executives haven’t been previously conditioned to handle. Inoculation happens by sticking with the process structure, even in the face of pushback, until people become comfortable with talking to each other openly and honestly. The cross-functional rounding into other departments is a vital part of this process. Backing off is like stopping taking your antibiotics because you feel better. It only emboldens the fear.

These kinds of changes can challenge people’s tacit assumptions about what is right or wrong. Emotions can run high – often without people even being aware of why.

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Obstacles: Right Now vs. Longer Term

A couple of weeks ago Gemba Academy filmed my Toyota Kata class and some shop floor work with a live audience at one of their customer’s sites. One of the participants asked a really good question. Upon reflection, I think I can answer it better here than I did “live,” so I’m going to take a do-over.

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Background

The team had analyzed their current condition, had established a pretty good target condition, and was working through obstacles.

One of the obstacles was around the fact that the written procedures had not kept up with the way the work was really being performed. This is actually pretty common in industry. The people doing the work know how to do it, and get it done in ways that are better than what is in the documents.

Nevertheless, they needed to update those procedures. If they did not, then new people, or workers that might be rotated into the area temporarily for some reason, would struggle to perform the work in the best way.

The Question

This obstacle was not in the way of reaching their target condition process. However they knew the target process would not be stable in the face of people rotation or turnover. The question was along the lines of:

Is it an obstacle if we can’t sustain the target condition unless we address it?

Answer: It Depends

At the risk of bringing up some really old U.S. political humor, “It depends on what your definition of ‘target condition’ is.”

Here is what I am thinking now.

The first step is to get the target process, as they defined it, to work at all. To do this, I would work to control variables, including trying hard to avoid rotating people through there while I am getting it dialed in.

Once we have established that the target process can work with experienced people, then the next target condition might well be to get this process anchored well enough that it will sustain over time without tons of intervention.

Maybe my next target condition is to be able to sustain the target process no matter who is doing it (assuming they have the basic qualification to do that kind of work).

One of the obstacles in the way of that target condition could well be “Our documentation is obsolete.”

Most documentation I have encountered in any industry is actually pretty poor. So this represents an opportunity to experiment your way into developing process documentation that (1) can actually be followed as written and (2) might even be useful for training someone. I’ve never seen that work without a process of iterative trials.

So in this case, I would say “Get it to work the way you intend it to first.” Make that your target condition. THEN start looking at what erodes it if new people step in. In this case, especially, that is going to involve much more than simply updating documentation. How can you set up the work area so that anyone knows what must be done next? What do you need to teach? What do you need to communicate?

I’m Still Thinking About This

Finally, I think this is one of those real-world cases where there isn’t a hard right or wrong answer. There wouldn’t be any harm in updating the process documentation early – except that I expect they will have to do it over once they learn more.

And – not all “obstacles” are actually problems to solve. Sometimes (though less often than we think), there is just something that has to be done that we already know how to do – we just haven’t done it. In those cases, just do it and move on – EXCEPT: Make sure you predict the result of your “just do it,” and CHECK to make sure it worked the way you thought it would. I’ll lay even money it doesn’t, but you won’t know unless you construct it as an experiment. “Just do it-s” usually turn in to “Oh… that didn’t work quite like we thought it would.”

Just make sure you are deliberately learning rather than doing things by rote.

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Think Big, Change Small

Anton, my Dutch friend, had a study mission group of Healthcare MBA students from the University of Amsterdam visiting Seattle last week.

Friday morning I spent about four hours with them going through the background and basics of the Improvement Kata and Coaching Kata, and worked to tie that in to what they observed in their visits to local companies. They were a great, engaging group that was fun to work with.

One thing I do to close out every session I do with a group is ask “What did we learn?” and write down their replies on a flip chart. I find that helps foster some additional discussion and consolidate learning. It also gives me feedback on what “stuck” with them.

Sometimes I get a gem that would make a good title for a blog post. The title of this post is one of those.

Think Big

Alice and the Cat

Alice went on, “Would you tell me, please, which way I ought to go from here?”

“That depends a good deal on where you want to get to,” said the Cat.

“I don’t much care where…“ said Alice, “…so long as I get somewhere,” Alice added in explanation.

“Oh, you’re sure to do that,” said the Cat, “if only you walk long enough.”

The question, of course, is whether or not where Alice ends up is where she intends to go. A lot of continuous improvement activity takes this approach –  Look for waste. Brainstorm ideas. Implement them. Just take steps. And, like Alice, you will surely end up somewhere if you do this enough.

I had a former boss (back in the late 90’s) advocate this approach. “We are painting the wall with tennis balls dipped in paint.” The idea, I think, was that sooner or later all of the splotches would start to connect into a coherent color. Maybe. But, at the same time, he was also very impatient for tangible results. Actually that isn’t true. He was impatient for tangible activity which is not the same thing at all.

Direction and Challenge Establish Meaning

In her journeys through Wonderland, Alice learns that objective truth has no meaning in a world of random nonsense. The story, of course, is a parody of the culture and times of Victorian England. It does, however, reflect the frustrations many practitioners can feel when they are just trying to “make improvements.”

As one thing is “fixed,” another pops up for any number of reasons:

  • The “new” problem may well have been hidden by the “fixed” one.
  • Leadership may be chasing short-term symptoms and constantly redirecting the effort.

Day to day it just seems like random stuff, and can get pretty demoralizing.

The point of “Think Big” is that being clear about where WE (not just you) are trying to go helps everyone understand the meaning of what they are doing. That is the whole point of “Understand the Direction and Challenge” as the first step of the Improvement Kata. “What is the meaning behind what you are working on?” It is really a verification check by the coach that the coach has adequately communicated meaning to the learning.

Establish “Why” not “What”

At the same time, it is important for the organization to be clear on why improvement is necessary. I have discussed this a number of times, but keep referring back to Learning to See in 2013 where I ask “Why are you doing this at all?” as the question everyone skips past.

“Where we are going” should not simply be your model of your [Fill Company Name In Here] Production System.

No matter how well explained or understood, a model does not directly address the “Why are we doing this at all?” question that provides meaning to the effort.

It may well establish a good representation of what you would like your process structure to look like, but it does not give people any skill in actually putting these systems into practice, nor a reason to put in the effort required to learn something completely new.

Change Small

Small changes = fast progress as long as there is a coherent direction.

The classic 5 day kaizen event is often an attempt to make a radical improvement in a short period of time. Things usually look really impressive at the end of the week, and even into the next few weeks. What happens, though, is that the follow-up is usually more about finishing up implementation action items than it is working to stabilize the new process.

The problem comes from the baseline assumption that we already understand all of the problems, and our changes will solve them. We line things up, get 1:1 flow running, and yes, there is a dramatic reduction in the nominal throughput time simply because we have eliminated all of the inventory queues.

There is tons of research that backs up the assertion we can’t expect people to be creative when they are under pressure to perform. They are going to revert to their existing habits. During the event itself,  the short time period and high expectations put pressure on people to just implement stuff. People are likely to defer to the suggestions and lead of the workshop leader and install the standard “lean tools” without full understanding of how they work or what effect they will have on the process and people dynamics.

Come Monday morning, we put all of those changes to the test… at once. The people are working in a different way. The problems that will be surfaced are different. The tighter the flow, the more sensitive the system will be to small problems. It is pretty easy to overwhelm people, especially the supervisors who have to decide right now what to do when things don’t seem to be working.

That same pressure to perform exists, only now it is pressure to produce, and possibly even catch up production from what was lost during the previous week. Once again, we can’t expect people to think creatively when these new issues come up, they are going to revert to what they know.

When we do see successful “big change” it is usually the result of many small changes that have each been tested and anchored.

So why is the “blitz” approach so appealing? I think I got some insight into the reason in a conversation with a continuous improvement director in a large corporation. He had so little opportunity to actually engage and break things loose that, when he did, he felt the need to push in everything he could.

My interpretation of this goes back to the first line above: Small changes = fast progress as long as there is a coherent direction. In his case, there wasn’t coherent direction. He had a week, maybe two, to push as hard as he could in the direction he felt things should go. The rest of the time, things were business as usual.

This is why “think big” is important. It provides organizational alignment, and reduces the pressure to seize a limited opportunity and, frankly, inject chaos.

Small, Quick Changes

Because we often don’t see just how long it takes to stabilize a “quick, big change,” we tend to think that quick small changes are slower. I disagree. In my experience the opposite is true.

When there is a clear Challenge and Direction, and frequent check-ins via coaching cycles (or less formal means) on what changes are being made, no time is wasted working on the wrong things.

When small changes are made and tested as part of experiments vs. just being implemented, then there is less chance of erosion later. Rather than overwhelming people with all of the problems at once from a bunch of changes, one-by-one lets them learn what problems must be dealt with. They have an opportunity to always take the next step from a working process rather than struggling to get something that is totally unfamiliar to work at all.

That, in turn, builds confidence and capability.

In a mature organization that has practiced this for years, an outside observer might well see “big changes” being made. But that organization is operating from a base of learning and experience, and what might look big to you might not be big to them. It is all a matter of perspective.

What Do You Think?

I’m throwing this out there, hoping to hear from practitioners. What have you struggled with getting changes made that actually shift people’s behavior (vs. just implementing tools and techniques). What has worked? What hasn’t worked? I’d love to hear in the comments.

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Experimenting at the Threshold of Knowledge

The title of this post was a repeating theme from KataCon 3. It is also heavily emphasized in Mike Rother’s forthcoming book The Toyota Kata Practitioner’s Guide (Due for publication in October 2017).

What is the Threshold of Knowledge?

“The root cause of all problems is ignorance.”

– Steven Spear

September 1901, Dayton, Ohio: Wilbur was frustrated. The previous year, 1900, he, with his brother’s help1, had built and tested their first full-size glider. It was designed using the most up-to-date information about wing design available. His plan had been to “kite” the glider with him as a pilot. He wanted to test his roll-control mechanism, and build practice hours “flying” and maintaining control of an aircraft.

But things had not gone as he expected. The Wrights were the first ones to actually measure the lift and drag2 forces generated by their wings, and in 1900 they were seeing only about 1/3 of the lift predicted by the equations they were using.

The picture below shows the 1900 glider being “kited.”. Notice the angle of the line and the steep angle of attack required to fly, even in a stiff 20 knot breeze.  Although they could get some basic tests done, it was clear that this glider would not suit their purpose.

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In 1901 they had returned with a new glider, essentially the same design only about 50% bigger. They predicted they would get enough lift to sustain flight with a human pilot. They did succeed in making glides and testing the principle of turning the aircraft by rolling the wing. But although it could lift more weight, the lift / drag ratio was no better.

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What They Thought They Knew

Wilbur’s original assumptions are well summarized in a talk he gave later that month at the invitation of his mentor and coach, Octave Chanute.

Excerpted from the published transcript of Some Aeronautical Experiments presented by Wilbur Wright on Sept 18, 1901 to the Western Society of Engineers in Chicago (Please give Wilbur a pass for using the word “Men.” He is living in a different era):

The difficulties which obstruct the pathway to success in flying-machine construction are of three general classes:

  1. Those which relate to the construction of the sustaining wings;
  2. those which relate to the generation and application of the power required to drive the machine through the air;
  3. those relating to the balancing and steering of the machine after it is actually in flight.

Of these difficulties two are already to a certain extent solved. Men already know how to construct wings or aeroplanes which, when driven through the air at sufficient speed, will not only sustain the weight of the wings themselves, but also that of the engine and of the engineer as well. Men also know how to build engines and screws of sufficient lightness and power to drive these planes at sustaining speed. As long ago as 1884 a machine3 weighing 8,000 pounds demonstrated its power both to lift itself from the ground and to maintain a speed of from 30 to 40 miles per hour, but failed of success owing to the inability to balance and steer it properly. This inability to balance and steer still confronts students of the flying problem, although nearly eight years have passed. When this one feature has been worked out, the age of flying machines will have arrived, for all other difficulties are of minor importance.

What we have here is Wilbur’s high-level assessment of the current condition – what is known, and what is not known, about the problem of “powered, controlled flight.”

Summarized, he believed there were three problems to solve for powered, controlled flight:

  1. Building a wing that can lift the weight of the aircraft and a pilot.
  2. Building a propulsion system to move it through the air.
  3. Controlling the flight – going where you want to.

Based on their research, and the published experience of other experimenters, Wilbur had every reason to believe that problems (1) and (2) were solved, or easy to solve. He perceived that the gap was control and focused his attention there.

His first target condition had been to validate his concept of roll control based on “warping” (bending) the wings. In 1899 he built a kite and was able to roll, and thus turn, it at will.

At this point, he believed the current condition was that lift was understood, and that the basic concept of changing the direction by rolling the wing was valid. Thus, his next target condition was to scale his concept to full size and test it.

What Happened

Wilbur had predicted that their wing would perform with the calculated amount of lift.

When they first tested it at Kitty Hawk in 1900, it didn’t.

However, at this point, Wilbur was not willing to challenge what was “known” about flight.

Instead the 1901 glider was a larger version of the 1900 one with one major exception: It was built so they could reconfigure the airfoil easily.

Impatient, Wilbur insisted on just trying it. But, to quote from Harry Combs’ excellent history, Kill Devil Hill:

“The Wrights in their new design had also committed what to modern engineers would be an unforgivable sin. […] they made two wing design changes simultaneously and without test.4”

Without going into the details (get the book if you are interested) they did manage to get some glides, but were really no closer to understanding lift than they had been the previous year.

They had run past their threshold of knowledge and had assumed (with good reason) that they understood something that, in fact, they did not (nobody did).

They almost gave up.

Deliberate Learning

Being invited to speak in September actually gave Wilbur a chance to reflect, and renewed his spirits. That fall and winter, he and his brother conducted empirical wind tunnel experiments on 200 airfoil designs to learn what made a difference and what did not. In the process, as an “oh by the way,” they invented the “Wright Balance” which was the gold standard for measuring lift and drag in wind tunnel testing until electronics took over.

They went back to what was known, and experimented from there. They made no assumptions. Everything was tested so they could see for themselves and better understand.

The result of their experiments was the 1902 Wright Glider. You can see a full size replica in the ticketing area of the Charlotte, NC airport.

I’ll skip to the results:

image

Notice that the line is now nearly vertical, and the wing pointed nearly straight forward rather than steeply tipped back.

What Do We Need to Learn?

Making process improvements is a process of research and development, just like Wilbur and Orville were going through. In 1901 they fell into the trap of “What do we need to do?” After they got back to Dayton, they recovered and asked “What do we need to learn?” “What do we not understand?”

The Coaching Kata

What I have come to understand is the main purpose of coaching is to help the learner (and the coach) find that boundary between what we know (and can confirm) and what we need to learn. Once that boundary is clear, then the next experiment is equally clear: What are we going to do in order to learn? Learning is the objective of any task, experiment, or action item, because they are all built on a prediction even if you don’t think they are.

By helping the learner make the learning task explicit, rather than implicit, the coach advances learning and understanding – not only for the learner, but for the entire organization.

Where is your threshold of knowledge? How do you know?

 

________________________________

1We refer to “the Wright Brothers” when talking about this team. It was Wilbur who, in 1899, became interested in flight. Through 1900 it was largely Wilbur with his brother helping him. After 1901, though, his letters and diary entries start referring to “we” rather than “I” as the project moved into being a full partnership with Orville.

2The Wright Brothers used the term “drift” to refer to what, today, we call “drag.”

3Wilbur is referring to a “flying machine” built by Hiram Maxim.

4I’m not so sure that this is regarded as an “unforgivable sin” in a lot of the engineering environments I have seen, though the outcomes are similar.

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The Importance of Prediction for Learning

image

One of the things, perhaps the thing, that distinguishes “scientific thinking” from “just doing stuff” is the idea of prediction: When we take some kind of action, and deliberately and consciously predict the outcome we create an opportunity to override the default narrative in our brain and deliberately examine our results.

The Toyota Kata “Experiment Record” (which also goes by the name “PDCA Cycles Record”) is a simple form that provides structure for turning an “action item” into an experiment.

Why Is It Important to Make a Prediction?

Explicit learning is driven by prediction.

Explicit Learning

“The most exciting phrase to hear in science, the one that heralds new discoveries, is not ‘Eureka!’ (I found it!) but ‘That’s funny …’ “

— Isaac Asimov

Curiosity is sparked by the unexpected. “I wonder what that is…”

The only way to have “unexpected” is to have “expected.”

When we consciously and deliberately make a prediction, we are setting ourselves up to learn. Why? Because rather than relying on happening to notice things are a little unusual, we are deliberately looking for them.

Deliberate Prediction: The Key to a “Learning Organization?”

Steve Spear, in his book The High Velocity Edge, makes the case that what all high-performance organizations have in common is a culture of explicitly defining their expected result from virtually everything they do.

He studied Toyota extensively for his PhD work, and discovered that rather than exploiting a “lean tool set,” what distinguished Toyota’s culture was deliberately designing prediction mechanisms into all of their processes and activities. This was followed up by an immediate response to investigate anything that doesn’t align with the prediction.

This is the purpose behind standard work, kanban, takt time / cycle time, 1:1 flow, etc. All of those “tools” are mechanisms for driving anomalous outcomes into immediate visibility so they can say… “Huh… that’s funny. I wonder what just happened?”

The High Velocity Edge extends the theory into a more general one, and we see a common mechanism in other high-performance organizations.

OK… that’s one data point on the higher-level continuum.

 

Building 214

Back in 2009 I wrote about a culture change in a post titled A Morning Market. That story actually took place around 2002-2004, and I have just re-verified (Spring 2017) that it still holds.

But it really wasn’t until this afternoon as I was discussing that story with Craig that it finally hit me. The last step in their problem-solving process was “Verification.” To summarize a key point that is actually buried in that post, they could not say a problem was cleared until they had a countermeasure, and had verified that it works.

What is that? It’s a prediction.

Rather than simply putting in a solution and moving on, their process forced them to construct a hypothesis (this countermeasure will make the problem go away), and then experimentally test that hypothesis.

If it worked, great. If it didn’t work then… “Huh, that’s funny. I wonder what just happened?”

This, in turn, not only made them better deliberate problem solvers, it engaged deliberate learning.

What is critically important to understand here is this: That verification step was not included in the problem solving process they trained on. We added it internally as part of our (then kind of rote) understanding of “What would Toyota do?” But it worked, and I believe added a level of nuance that was instrumental in keeping it going.

 

The Improvement Kata

Mike Rother’s work extends what we learned about Toyota. Going beyond “How do they structure their processes?” he went into “How do they structure their conversations?” (And “How can we learn to structure ours the same way?”)

A hallmark of the Improvement Kata, especially (but not exclusively) the “Starter Kata” around experiments, is a deliberate step to make a prediction, test it, and compare the actual outcome with the prediction.

This, in turn, is backed up in Steve Spear’s HBR articles, especially Learning to Lead at Toyota and Fixing Health Care From the Inside, Today,”  both of which should be mandatory reading for anyone interested in learning about continuous improvement.

 

You are Always Making a Prediction Anyway

Any action you take, anything you do, is actually a hypothesis. You are intending or expecting some kind of outcome.

What time do you leave for work? Why? Likely because you predict that if you leave at a particular time, and follow a particular route, you will arrive by a specified time. You might not think about it, but you have made a prediction.

If you are running to any kind of plan, the plan itself is a prediction. It is saying that “If these people work on these tasks, starting at this time, they will complete them at this later time.” It is predicting that the assigned tasks are the tasks that are required to get the bigger job done.

A work sequence is a prediction. If these people carry out these tasks in this order, we will get this outcome in this amount of time at this quality level.

A Six Sigma project is a prediction. If we control these variables in this way, we will see this aspect of the variation stay within these limits.

An “action item” is a prediction. If we take this action then that will happen, or this problem will be solved.

In all of these cases you don’t know, for sure if it will work until you try it and look for anomalies that don’t fit the model.

But in the difference in day-to-day life is we aren’t explicit about what we expect. We don’t really think it through and aren’t particularly aware when an outcome or result differs from what we expected. We just deal with the immediate condition and move on, or worse, assign blame.

What About Implicit Learning?

The human brain (and all brains, really) is a learning engine. Our experience of learning typically comes from what we perceive as feelings.

Take a look at Destlin Sandlin’s classic “Backwards Bicycle” video here, then let’s talk about what was happening.

 

There is nothing special about a “backwards bicycle.” If Destin (or his son) had no prior experience with a regular bicycle, this would simply be “learning to ride a bicycle.” What makes it hard is that, in addition to building new neural pathways for riding a backwards bicycle, he must also extinguish the existing pathways for “riding a bicycle.”

The Neuroscience of Learning (As I understand it.)

Destin has a clear (very clear) objective (Challenge) in his mind: Ride the bicycle without falling down.

As he tries to ride, he knows if he feels like he is losing his balance then he is about to fall.

He (his brain) doesn’t know how to control the wheel to keep the bike upright as he tries to ride. His arms initially make more or less random movements in an attempt to stay upright. This is instinctive, he isn’t thinking about how to move his arms. (This is what he calls the difference between “knowledge” and “understanding.”)

Whatever neurons were firing to move his arms when he loses his balance are a little less likely to fire again the next time he attempts to ride.

Whatever neurons were firing to move his arms when he stays upright for a little while are a little more likely to fire again the next time he attempts to ride.

This actually starts with increased levels of excitatory or inhibitory neurotransmitters in those neural synapses. No physical change to the brain takes place. But this requires a lot of energy. IF HE PERSISTS, over time (often a long time), the brain grows physical connections in those circuits, making those new pathways more permanent. (It also breaks the connections in the pathways that are being extinguished.)

Destin’s six year old son’s brain is optimized for this kind of learning. He creates those new physical neural connections much faster than an adult does. His brain is set up to learn how to ride a bicycle. His father’s brain is set up to ride a bicycle without thinking too much about it. Thus, Destin has a harder time shifting his performance-optimized brain back into learning mode.

All of this is implicit learning. You have something you want to learn, and you are essentially trying stuff. Initially it is random. But over time, the things that work eventually overpower the things that do not. This is also how machine learning algorithms work (not surprisingly).

 

What does this have to do with prediction?

Destin’s brain is running a series of initially random trials and comparing the result of each with the desired result. The line between a “desired result” and a “predicted result” can be kind of blurry in this type of learning. But what is critical here is to understand that learning cannot take place without some baseline to compare the actual result against. There must be a gap of some kind between the outcome we want and what we got. Without that gap, we are simply reinforcing the status-quo.

The weakness with implicit learning is it can reinforce behaviors and beliefs that correlate with a result without actually causing it. We aren’t actually testing whether our actions caused the outcome. We are just repeating those actions that have been followed by the outcome we wanted whether that is by causation or coincidence.

In the case of something like learning to ride a bicycle, that is generally OK. We may learn things that are unnecessary to stay upright on the bicycle1, but we will learn the things that are required.

In athletics, once the basics are in place, coaches can help shift this learning from implicit to explicit by having you practice specific things with specific objectives.

Moving from Implicit to Explicit

Bluntly, the vast majority of organizations are engaged in implicit, not explicit, learning. They repeat whatever has worked in the past without necessary examining why it worked, or if “now” even is similar to “the past.”

These are organizations that operate on “instinct” and “feel.” That actually more-or-less works as long as conditions are relatively stable. They may do things that are unnecessary but are also doing things that are required.

… Until conditions or requirements change.

When the organization has to accomplish something that is outside of their current domain of knowledge – beyond their knowledge threshold – those anecdotes break down. The narrative of cause-and-effect in our minds is no longer accurate.

That is when it is critical to step back, become deliberate, and ask “Where, exactly, are we tying to go?” and “What do we need to learn to get there?”

The alternative is “just trying stuff” and hoping, somewhere along the way, you get the outcome you want. The problem with that? You’re right back where you were – it works, but you don’t know why.

_______________

1Sometimes we develop beliefs that things we do can influence events that, in reality, we have no control over whatsoever. Once we develop those beliefs, we bias heavily to see evidence they are true, and exclude evidence that they are not true.

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KataCon 2017: Day 2

Today was the final day of KataCon3. As I have done the last couple of days, what follows is a more or less raw stream of my notes and thoughts from the day’s events and sessions.

My notes from Day 0 (Pre-Event) are here.

My notes from Day 1 are here.

Overall Thoughts

Thought I have been to a few, I rarely attend conferences. KataCon has been an exception as I have attended all three that have been held. I find it interesting that each developed a unique vibe, culture, unwritten theme.

KataCon1 in 2015 was a community coming together for the first time. “Toyota Kata” is (still) pretty new but by late 2014 there were enough people working on it to invite them together. The feeling was one of groups of people who had previously been working in isolation realizing that there are lots of others, all over the world (there was a very large European contingent) working on the same things. The ending felt like a launching ramp.

KataCon2 in 2016 had an emerging theme of “leadership development.” Overall the emotions seemed more subdued. This was a group of people coming to learn about what others were doing. The general feeling was more “technical” than “emotional.”

This year (KataCon3, 2017) the message is that “Toyota Kata” is “out in the wild.” It is evolving and adapting to different environments where it is being practiced. Overall the emerging theme seemed to be about organizations approaching the critical mass of a shift in default behavior – the ever elusive “culture change.”

At the same time, the discussions were more nuanced. Perhaps we are moving Toyota Kata beyond the “tool age.” A realization is emerging that this is about shifting the default thinking patterns of people in an organization, and that the kata are simply teaching structure and tools to help this.

At the same time, though, I get a little concerned that organizations will believe they can let go of the structure too soon.

I am going to expand on that more in a future post about Critical Mass.

Adam Light

Adam discussed the translation between the language of Toyota Kata / “Lean” and the language of Scrum / Agile software development as well as some of the similarities and differences between the process based systems such as production, and design activities such as software development.

He pointed out that, just as “lean” has organizations doing rote deployment of the tools – without the underlying thinking and continuous problem solving – so does software development.

Though his emphasis seemed to be about encouraging kata / “lean” based customers to adopt the language of their software developers, and understand how they work, I’m inclined to say it is the responsibility of the supplier to understand the language and working patterns of their customers. Just my initial thought.

Kennametal

“You have to be a learner before you can be a coach.”

Yet another organization has made this point. They tried to skip straight to teaching others, and ended up having to back up and allow the early adopters to take the role of the learner on live processes to build basic competency (and credibility).

1300 Certified Green Belts. 100’s of lean events. Same “certified” tool applied to every problem.

Continuous Improvement was PUSHED in. Measured by:

  • # of Green Belts certified
  • # of events
  • $ documented savings

No evidence of a lean culture.

This echoes the opening slide of my management training material (and my Toyota Kata training material).

They used Steven Spear’s HBR article Learning to Lead at Toyota to describe how they wanted to operate, then found Toyota Kata as a mechanism for learning to operate that way. (And, again, this echoes my own training material).

They noticed they had made dramatic improvements in their safety culture through implementing routines of behavior. This gave them a baseline that they could emulate to improve quality and delivery.

It’s not about the storyboard. – It is about the thinking behind what is written on it.

Current condition is critical before jumping to target condition. This is another very common mistake. Some teams even start with a list of obstacles – the action item mentality. This reinforces the value of having an experienced master coach to help get you started.

Optum

Mike Blaha and Dave Snider of Optum described some of the challenges in building stakeholder consensus for adopting a proposed solution that doesn’t fit their preconceived ideas.

Kata = “Show Your Work”

When a stakeholder or leader can see, or be led through, how the team arrived at a solution, they are more likely to understand. The kata experiment cycles support this process very well.

NOTE: Here is yet another reason why it is critical to be detailed when filling out your PDCA / Experiment Records. You need to be able to go back and understand, or reconstruct, your logic chain that got you to the final solution. Someone who wasn’t involved in your planning needs to be able to read the words and understand what you did and why.

Here is the coolest part. Their story actually described their process of making sure each stakeholder (who could say “no”) understood and agreed with the logical validity of their counter-intuitive proposal. During the break, I asked them if they had come across the term “nemawashi” in their original readings about “lean.” They had not.

Using the kata to solve a problem, they invented nemawashi. I have also seen teams invent SMED without any previous understanding of the process. But then somebody invented all of the so-called “lean tools” at some point. In each case it was done as a countermeasure to a specific problem or obstacle they were encountering in their effort to achieve better flow toward their customers.

Q&A Session

Mike Rother: “We have found no way to jump directly from “Aware of it” to “Able to teach it” without first passing through “Able to do it.”

  • All sorts of obstacles in the way of getting leaders to practice.
  • Bosch viewed constraints of leaders’ time and an obstacle and developed a countermeasure to let leaders practice when they visited the shop floor.

The question of “How to get leaders to practice” and “What about leaders that just delegate lean?” came up throughout the conference.

Many suggestions were offered, however I would add that none of them are guaranteed to work. In fact that is the case for ANY solution for ANY problem that is not EXACTLY your problem.

Something I have seen work sometimes (which is better than something that never works) is to reverse-coach upward. By this I mean using the format of the learner’s answers to the 5 Questions as a way to summarize status on any project. If the leader getting the report like the format, there is a possibility that leader will ask others to report in the same way. Apply the thinking to your answers when talking to the boss.

Question: How will you know this is successful? When asking about whatever change initiative is on the table, this could help clarify what the leader(s) think.

Question: Have you seen your results translate to top line growth? It was a great question, but I’m not sure anyone actually answered it. A lot of discussion about “savings” which isn’t the same.

Mike Rother: Clarification. A target condition has a hard achieve-by-date. It is experimentation with a hard deadline. It isn’t random, and it isn’t “we’ll just try stuff until we get there.” Teams don’t always hit the achieve-by-date, but they try very, very hard to do so.

Skip Stewart: When you are vague about everything, you are OK with whatever you get.

Kata in Healthcare Panel

At the end of yesterday I had planned to attend the Kata in Software Development panel discussion on the premise that it was the topic I knew least about. I changed my mind today for a number of reasons. Based on the feedback I heard from others, I’m glad I did.

In the last couple of years I have probably logged more hours in healthcare than any other environment. From that experience I predicted that although the context would be healthcare, the conversation would be about sharpening application and coaching. My hypothesis was confirmed.

Beth Carrington – Kata as achieving vs. doing. People tend to get a goal and make a list of stuff to do. Question is: What are we striving to achieve?

Challenge: Don’t use “doing” language. i.e. avoid a challenge that states what will be achieved followed by the word “by” and then how we are going to do it. Just stop at what will be achieved. That opens up many more possibilities for getting there.

“By ____(date a year from now)____ we will retain 90% of our freshmen by implementing a student mentoring program.”

“A challenge is a hypothesis that we will be tangibly closer to our vision when we get there.”

Train –> Observe –> Feedback

The method of “See one, do one, teach one” (common in healthcare) makes critical assumptions:

  • There exists a common standard approach to doing it. (usually FALSE)
  • That this approach works when correctly applied. (usually UNTESTED)

Obstacles are what propel you.

– Marci McCoy, Baptist Memorial Health, Oxford, Mississippi

Deployment of a new approach –> Use a real issue as a vehicle.

Experiment with something meaningful vs. a thought experiment.

Concept of non-movable obstacles. These are obstacles that are truly built into the environment or the constraints. My note: While I recognize there are truly obstacles that cannot be addressed, I would be concerned that a team may liberally use this label and constrain themselves out of success.

Deployment: Don’t push the “go” button until you are ready.

TWI is about standard behaviors (vs. standard processes). I’m interpreting as TWI is what people do. It is about how they move their hands, feet, eyes. About what they say. All of these things involve muscle movement regulated by an active brain. Those things, are by definition, behaviors. Control behavior what the brain does. (Note – this doesn’t mean we are in conscious control of all of these things). I found this an interesting way to think about it.

Use TWI to drive toward a target condition.

Kata = mental model. Storyboard = teaching structure. No matter what the teaching structure, the target mental model is always the same.

Process Metric: Measures “How close am I to my desired pattern of work. NOT how close am I to the goal.

We don’t PDCA to achieve the target condition. We PDCA against obstacles. This was a huge take-away insight for me. In retrospect, doh!

(Look for a post about obstacles once I get the rest of my thoughts together)

Closing Comments

“What am I doing that impedes my people from doing this?”

– Michael Lombard, CEO

About the thinking.

  • Not the tools.
  • Not the forms.
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KataCon 2017: Day 1

Today was Day 1 of KataCon in San Diego. Click here for my notes from yesterday, the pre-events.

Like yesterday, this is a mix of things I heard and things I thought of as a result of hearing them (or writing about them here). I’ll try to make a distinction between them, but no guarantees, I just write down what I think.

Be a coach. Have a coach. – Seek out someone to coach you, go find someone to coach.

Mike Rother:

A plan is really just a hypothesis. It is a prediction of what you currently believe will happen, based on the evidence you have. It isn’t, not can it be a definitive statement about how things will actually go. If you treat it as a hypothesis instead of a “this will happen” definitive statement, you will be in a much better position to respond smoothly to the inevitable disruptions and discontinuities.

A model alone is not enough. No matter how well you explain a concept, the challenge is (and always has been) how to actually transition it into reality. What I have seen in the past is struggle to develop the perfect model so “they will get it” when it is explained. “They” understand it. That isn’t the problem. The problem is it takes a lot of work, experimentation and discovery to figure out how to make things actually work like that.

The Improvement Kata:

  • A practical scientific thinking pattern (the model) PLUS
  • Daily routines for deliberate practice.

The model, by itself, only gives you the framework for what to practice, not how to practice it.

Mike showed a really interesting, quick little exercise.

“What is the next number in this sequence:

2, 4, 6, 8, 10, 12, _____ ?

Of course most people will say “14.” But that is a hypothesis. A prediction. You actually have no information about what the next number is.

Let’s say the next number is 2.

What have we learned?

  • It isn’t 14. The theory that the numbers are a series incrementing by two has been refuted by the evidence.
  • We have a new theory, perhaps the pattern repeats.

How would we test it? What prediction would we make?

Note this is a much, much different response than “I was wrong.” Instead, evidence that does not fit the theory simply redirects the direction of investigation.

What if it was 14? What if we ran it 100 times and it was 14? Could we definitely say that on the next iteration it would be 14? No. All we can say is there is no evidence that the theory is false.

I’m just throwing this in because I remembered it when I was writing this. From xkcd.com by Randal Munroe:

The Difference between Scientists and The Rest Of Us

—

Small experiments.

  • Learn quickly.
  • Limited “blast radius” –> Small controlled experiments are far less likely to have far reaching negative effects if things do not go as predicted.

You can’t say “This will happen” with this mindset.

My thought: Any statement about the future you make ALWAYS GETS TESTED, whether you do so deliberately or not. The future arrives. You have a choice. You can EITHER:

  • Be wrong –OR–
  • Learn

Which would you choose? Make the choice deliberately.

This feels awkward. That is how it is supposed to feel. If you don’t feel awkward with something new, you are not learning.

Karyn Ross:

Karyn is the co-author, along with Jeff Liker, of The Toyota Way to Service Excellence. I have a copy of the book and will be writing up a review for a later post.

People who provide service are motivated by saying “I can.” Customer facing people want to help the customer.

The creativity zone is between “I can’t” and “I can.” What targets must you set, what experiments must you run, to cross that gap between “I can’t” and “I can?” as a response to a customer (internal or external)?

Kata is a way to get from “I can’t” to “I can.” It is a model of human creativity.

Invention is the mother of necessity.

Who needed a smart phone before it was invented?

What is your organization’s purpose in serving others? This is a powerful question to ask top leadership.

Dan Vermeech and Chris Schmidt

Dan and Chris had a dynamic presentation about their journey to transition their company away from being an action item driven company  (that won the Shingo Medal for being so good at it!) toward being a learning organization.

Amy Mervak

Amy gave us an update on her journey introduced at a previous conference. She relayed how kata is helping build higher levels of performance AND higher levels of compassion and empathy in a hospice.

Empathy

  • Cognitive – intellectual understanding of what another person is likely feeling.
  • Emotional – a state of co-feeling with another person.
  • Compassionate – response to another person’s feelings.

Her final question was “How does practicing the kata help you and your organization connect?

——-

Prior to the break:

The gap between knowing and doing is far bigger than anybody thinks it is.

Joe Ross

(Joe Ross is the CEO of Meritus Health in Hagerstown, Maryland. They have been a client, and I nominated Joe to be a keynote at the conference.)

“It took me a while to be as happy about a failure as a success.” … “GREAT! We can try again tomorrow!”

Joe was connecting with the principle of predictive failure that Mike had described in the “it isn’t 14, it’s 2” exercise.

“Innovators appear in the strangest places and some superstars are lousy at daily improvement.”

Joe related some cases where the “hero culture” leaders were having a hard time adapting to no longer just “having the answers,” where some quiet more behind-the-scenes leaders are the ones with the breakthroughs.

“We learned that Kata isn’t just a problem solving tool – it’s a leadership development program.”

Jeremiah Davis

Jeremiah has the “Kata at Home” YouTube channel. I highly suggest you check it out. There is a compelling story about kids, family and parenting developing there.

A child’s mind is designed to learn. An adult’s mind is designed to perform.

My thoughts: We, in the continuous improvement community, have been telling people for decades that they must “think like a child” to have fresh ideas.

Jeremiah nails what is different about kids with this quote which I am already incorporating into my own material (with attribution of course). This is the difference. It reflects what a child’s brain, and an adult’s brain, are each optimized to do. It doesn’t mean, of course, that adults can’t learn. Nor does it mean kids can’t perform. But in neither case is it optimal.

What kids are learning, as they grow up, is how to perform. They are learning, through experimentation, which automatic patterns work well to get through everyday life.

If adults are willing to practice they can learn to learn the way kids learn naturally. This is what the Improvement Kata provides – a way to practice.

At the same time, Jeremiah is working very hard as a parent to teach his kids how to learn deliberately so, as their minds mature, their performance optimization – the habits his kids have learned to get through everyday life – is learning. How cool is that?

Adults have “Functional Fixedness” – we (adults) see things as they are. Kids don’t have that constraint.

They see things for what they could be, they see things with features that are only in their imagination, but those features are as real to them as the physical attributes.

And any parent will know this one (or will very much sooner than they expect):

“Puberty is when parents become difficult to deal with.”

Skip Stewart

Skip is the Chief Improvement Officer of Baptist Memorial Health Care, a large multi-hospital and clinic system in the Southeastern USA. He talked about his efforts to integrate various initiatives: Kata, TWI, A3, Hoshin, and more into a single system as well as his impressive scaling of the transition across a multi-state, multi-site 15,000 person organization.

Skip made a great distinction between coaching and scientific coaching. The term “coaching” is a major buzz word these days – I suspect at least some of this is the “Lean Bazaar” tracking in behind the Toyota Kata momentum.

A system cannot be separated into individual parts. Only the interactions between the pieces produce the system behavior.

An automobile consists of an engine, transmission, drive train, wheels, axles, steering system, brakes, body, seats, etc, etc. It’s purpose is to carry you from place to place. None of its constituent sub-systems will do that by themselves. You only have an “automobile” when all of the parts interact correctly.

Skip was quoting Russell Ackoff (Who I had the opportunity to listen to and meet a long while ago), perhaps one of the greatest systems thinkers ever. Skip’s point is that we have all of these different techniques and tools, but none of them, alone, is going to do everything. Furthermore, deploying them separately – without regard for integration – may well make things worse.

Q&A Session

Some notes I took during the Q&A session with the presenters:

Actions to take = hypotheses. They must be tested, not implemented.

Leader standard work is the responsibility of the leader above.

Don’t sweat the obstacle list. If you left something off the list, don’t worry. Obstacles will find you if you don’t find them. – Mike Rother

My follow-on to the above: The original question was asked by someone relating that, as a coach, he could see obstacles that his learner was missing. Mike’s response was right on – if the coach is keeping the learner on track in the improvement corridor, then the obstacles that must be found will, indeed, turn up.

My addendum would be that often times the learner’s path to the target bypasses the obstacles you thought were critical. The learner finds another way. As a coach, you must be open to the possibility that your learner will surprise you with creativity.

—

There was additional Q&A / discussion time after the day’s events as we ran out of time.

There was additional discussion about the value of the “Model Line” (See yesterday’s post where I discussed a couple of failure mode alternatives to the intended “let them see the power of this” outcome.)

Constancy of purpose is critical. What is your intent? Why are you doing it?

If you are implementing a model line as a learning laboratory for leaders (this is VERY different from a “demonstration”) then that is much more likely to work than if you are implementing a model line to “demonstrate the power of the lean tools.”

Breakout Session: TK in Software Development

These are more my notes upon reflection than things that were covered in the workshop directly.

There were a number of breakout sessions to choose from. I decided to attend the one with the topic I knew the least about.

The workshop itself was engineered to teach the Improvement Kata pattern to software developers rather than teach software development management to Kata Geeks. Still I got a lot out of the discussions about the overlaps.

To anyone casually aware of cutting edge software development today, it is obvious that “Agile” (with scrums, sprints, etc), “Lean Startup,”  and related software (and product*) development management techniques are built around the same underlying thinking pattern that Toyota Kata is intended to teach.

At the same time, it is equally obvious that software development suffers from exactly the same “copy the tools and you will be as good as the best” mentality that the “lean” community does.

It is an interesting topic that I want to learn more about. I’ll be attending the Kata in Software Development panel discussion tomorrow.

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*The first use of the Rugby “scrum” analogy I have found in literature was in a 1982 HBR article about product engineering development at Honda. I found that quite interesting when the engineering development people were pushing back about using software development management to try to manage engineering design. Um… the software guys got the foundation from engineering, not the other way around.

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KataCon 2017: Day 0

KataCon officially starts tomorrow as I write this but today was a couple of pre-events and I learned a few things worth sharing. These are from my notes.

Common failure modes for continuous improvement / kata:

Note that these titles and words are not necessarily what I heard in the presentation. They are my notes and interpretations, along with my own similar experiences.

Resistance from a support organization.

The presenter talked about a case where a manager was having great success applying the Toyota Kata thinking pattern, and improving quality in the process. However the corporate quality department didn’t see the records, paperwork, etc. in the format they expected and caused a lot of problems.

I have actually seen this myself in the case of a factory in a multi-plant company. A plant manager figured out good flow pretty much on his own and got there without kaizen events, and without the direct participation from the corporate “lean promotion office.” Very senior people from the LPO engaged in a subtle (and not subtle) campaign to discredit the success. Ultimately the plant manager ended up leaving the company for elsewhere.

In another case I counseled a local C.I. manager in a larger company to “make what you are doing look like what the corporate C.I. office expects to see.” By renaming some forms and using their jargon to describe what he was doing (even though it was a little different), he was able to protect his approach.

SHOULD anyone have to do this? NO!!! But sometimes it is necessary.

Key Point: Understand the political environment and develop countermeasures just like you would for any other obstacle. It doesn’t help to get made about it. Just deal with it.

Consultant as Surrogate Leader

In this “Fail” the external consultant was chartered to provide coaching to a couple of junior-level managers by the owner of the company who did not participate. Needless to say this can result in political problems as well, especially for the managers being trained when they start doing things differently than what the owner is used to seeing. (What did he think was going to happen?) Again: If you are a practitioner / consultant (internal OR external) be aware of this kind of situation.

Spotlight Showed Problems

The improvement effort begins with a deep look at the current condition. This inevitably makes issues visible that were previously hidden. Again, if the culture / politics of the organization are not friendly to revealing problems, the ground work needs to be laid first.

The Guru Model

The “Guru Model” is pretty common – actually relates to everything above, especially the first topic. If you are working on developing these skills in the line leadership, it can dilute the status of the experts – who may or may not be as truly competent as they claim. We are seeing a shift away from a model of doing what the expert tells us to, and toward a model of learning to figure it out ourselves. The second model is far more flexible and works in almost any situation. We need to let go of the idea of seeking “the answers” from Gurus, and embrace that we need to learn how to figure them out.

“Doing Lean” with a challenge of “Getting Lean”

Don’t be a solution in search of a problem. The traditional approach has been to have “lean program” that pushes deploying tools and models that resemble a snapshot of a benchmark company such as Toyota. That implementation becomes an end unto itself. In the example discussed, the target company was doing fine in the eyes of its owner, but the consultant was trying to sell him on “lean” to “eliminate waste.” Even if there is a lot of possible upside, if the owner isn’t feeling the need to do something different, you are probably not going to get very far.

Note: If you are an internal practitioner, it is even harder. Ultimately it is managements job to set a performance challenge for the organization that can’t be met by tweaking the status-quo. “The challenge is often challenge” came up a number of times – organizations are typically pretty bad at establishing challenges that actually… challenge anything.

The Value of a “Model Line” as a “Demonstration of the Power”

This was an interesting discussion. Traditional thinking, for decades, has been that those who want to implement a change find a single area to transform in order to demonstrate what is possible. The idea is that once management sees the power, they will want to spread the same approach across the organization.

This effort could be taken on by an outside consultant, such as an MEP, or even an internal centralized improvement office (which may technically be “internal consultants” but they are “outside” to the other departments in the organization.

In either case, there is a lot of time and effort required, with no real assurance that even dramatic success will be seen in the light intended. My thoughts are there are at least two other equally plausible scenarios:

  • The one I discussed earlier: The success is discounted as an special case that can’t be replicated. This is what happened in the company where the company lean office that was the primary detractor.
  • Possibly worse: Management sees how great it is, and puts together a mass training / deployment plan to standardize the “new process” and rapidly spread it across the organization as a project – an approach that is doomed to fail.

Better, perhaps, to use a simple, short, mass-orientation exercise such as Kata in the Classroom to introduce the concept to as wide an audience as possible. Then see who is interested and help them learn more. You can’t force this stuff upon anyone. Ever.

Other Notes

Developing capability in the organization requires covering both technical and social (people relations, leadership) skills with leaders.

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Target conditions and experiments means “you don’t have to boil the ocean or solve world hunger.” My thoughts: I have seen executives reluctant to accept or commit to a challenge because they did not know ahead of time exactly what would be required to reach it. The point of breaking down the challenge into target conditions, and further into obstacles, and addressing obstacles one-by-one makes the challenge seems less overwhelming.

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The first group to get training needs to be the senior leaders. They learn by doing on the shop floor: Making actual improvements on actual processes. If the execs aren’t willing to learn, you probably aren’t going to get far. Further notes: This doesn’t mean you can’t do anything without full participation from the top. But you will reach a limit to what is possible.

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Kata Ideas vs. “Suggestions” or simply soliciting ideas for improvement. A traditional suggestion program solicits any idea that the team member things might help. When there is a supervisor-as-learner working against a specific obstacle, striving to achieve a specific target condition, the ideas are much more focused.

Supervisor to team: “I’m trying to figure out how to solve this problem. Does anybody have any ideas we can test?” Then test them one by one as experiments.

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“Real” scientists often don’t do true “single factor experiments.” They do mess around and try changing things up to see what happens. But if they see something interesting they then go back and run controlled experiments to isolate variables to understand what is happening.

This is totally different than the common approach of implementing a bunch of changes and hoping the problem goes away. If the problem does go away, and you don’t then rigorously investigate why, you have learned little or nothing. Now you are stuck in the position where you can’t risk changing anything at all because you don’t actually know what is important.

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Measuring the success of “Toyota Kata”

We emphasize that you don’t “implement Toyota Kata.” Instead, you use the Improvement Kata and the Coaching Kata as practice routines to embed a new way of thinking into the organization’s daily habit of the way things are done.

The key is the thinking pattern that remains and self sustains. In companies that are very advanced, you sometimes see few, if any, “Toyota Kata boards” because the thinking pattern is embedded in every conversation they have.

Just as we say “Lean is NOT about the tools” – it isn’t about the physical artifacts, neither is Toyota Kata.

However (my current thinking) (THIS IS CRITICAL) – the artifacts are what provides the initial structure that lets you get that thinking started, allows people to practice it, and lets you observe how they are doing. My thought: DO NOT TAKE THIS DOWN until you are confident that someone new just joining your organization is going to learn it simply by picking it up from the way people talk to them every day.

These are just raw notes and some thoughts about them. If any of this sparks interest, leave a comment and I can expand on it with a more formal post.