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How many Lean / Kata coaches do we need?

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How many coaches and improvers are needed if you want to be successful with your Lean or Improvement efforts?

Where should you start and who needs to learn the most?

Just some questions where this deck of slides may give you something to think about!

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How many Lean / Kata coaches do we need?

  1. 1. Lean Management Teachers Lean Management Teachers How many Lean / Kata coaches do we need? Let’s do some math! Emiel van Est & Erik Manschot December 2014 © www.leanmanagement.nl
  2. 2. The Toyota Kata Roles © www.leanmanagement.nl Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap 2nd Coach (Mentor)  Coach (Mentor)  Improver (Mentee)  Improver (Mentee)  Verbeteraar (Mentee)  Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Coach (Mentor)  Improver (Mentee)  How many Improvers do we need? How many senior managers need to learn to be a 2nd Coach? How many of our people will participate as a team member? How many middle managers need to learn to be a 1st Coach?
  3. 3. Lean Management Teachers Lean Management Teachers How many do we need? Let´s do the math! © www.leanmanagement.nl
  4. 4. Lower limit = 1:3 Upper limit = 1:6 Coaching ratios for our math 2nd Coach 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver Improver 2nd Coach 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver 1st Coach Improver Improver Improver © www.leanmanagement.nl
  5. 5. Lower limit: Teams of 3 Upper limit: Teams of 15 Team sizes for our math Improver Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Team Member Improver Team Member Team Member © www.leanmanagement.nl
  6. 6. Example Calculations 6 6 Role Number of People % of Organisation 2nd coach 1 0% 1st coach 6 3% Improver 36 16% Team member 180 81% Total organisation 223 100% Managment / Coaching Ratio Teams size including Improver 3 3 Role Number of People % of Organisation 2nd coach 1 3% 1st coach 3 10% Improver 9 29% Team member 18 58% Total organisation 31 100% Managment / Coaching Ratio Teams size including Improver Lets see what happens when we try some more combinations! © www.leanmanagement.nl
  7. 7. Team members versus team size © www.leanmanagement.nl 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Team member 3 4 5 6 Coaching Ratio Most people will be engaged in improvement activities as a team member.
  8. 8. Improvers versus team size © www.leanmanagement.nl 0% 5% 10% 15% 20% 25% 30% 35% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Improver 3 4 5 6 Coaching Ratio Smaller teams enable more improvers. More improvers enables more improvement.
  9. 9. 1st coaches versus team size © www.leanmanagement.nl Having more improvers working in smaller teams requires more 1st coaches. 0% 2% 4% 6% 8% 10% 12% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 1st Coach 3 4 5 6 Coaching Ratio
  10. 10. 2nd coaches versus team size © www.leanmanagement.nl Having more improvers working in smaller teams; being coached by more 1st coaches requires more 2nd coaches. 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 2nd Coach 3 4 5 6 Coaching Ratio Coaching Ratio
  11. 11. 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) People using Storyboard 3 4 5 6 Coaching Ratio Number of storyboards © www.leanmanagement.nl All coaches and all improvers will use a storyboard (or something similar).
  12. 12. There seems to be a Sweet Spot Toyota uses team sizes of about 6. Toyota uses coaching ratio’s of about 1 to 4. We typically use management ratios of 1 to 10 up to 1 to …?  The highest number I heard so far is 43..  There is no way you can coach 43 people on a daily basis! As a starting coach you may be able to coach 1 or 2 people. © www.leanmanagement.nl
  13. 13. Sweet Spot © www.leanmanagement.nl 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Team member 3 4 5 6 Coaching Ratio 79% of the people as a team member
  14. 14. Sweet Spot © www.leanmanagement.nl 0% 5% 10% 15% 20% 25% 30% 35% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) Improver 3 4 5 6 Coaching Ratio 16% of the people as improvers
  15. 15. Sweet Spot © www.leanmanagement.nl 0% 2% 4% 6% 8% 10% 12% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 1st Coach 3 4 5 6 Coaching Ratio 4% of the people as 1st coaches
  16. 16. Sweet Spot © www.leanmanagement.nl 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% 3.5% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) 2nd Coach 3 4 5 6 Coaching Ratio Coaching Ratio 1% of the people as 2nd coaches
  17. 17. 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2 4 6 8 10 12 14 16 Percentageoforganisation Teamsize on execution level (Including Improver) People using Storyboard 3 4 5 6 Coaching Ratio Sweet Spot © www.leanmanagement.nl 21% of the people using a storyboard
  18. 18. Example for an organisation with 400 people Estimated number of people for the different improvement roles:  Improvers = 400 x 16% = 64 people  1st Coaches = 400 x 4% = 16 people  2nd Coaches = 400 x 1% = 4 people  Storyboards = 400 x 21% = 84 boards What would the numbers be for your organisation? © www.leanmanagement.nl
  19. 19. Target skill levels per role Improvement Kata skill level Coaching kata skill level 2nd Coaching Skill Level 2nd coach ✓✓✓✓ ✓✓✓ ✓✓ 1st Coach ✓✓✓ ✓✓ Improver ✓✓ Team member ✓ Who needs to learn the most? Who should start first? © www.leanmanagement.nl
  20. 20. Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap 2nd Coach (Mentor)  Coach (Mentor)  Improver (Mentee)  Improver (Mentee)  Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistratie Parkeerplaats Obstakels Vorige Stap Volgende Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACyc Parkeerpl Obstakels Vorige Stap Doeltoestand Focus Proces: Uitdaging: Huidige Toestand PDCACycliRegistr Parkeerplaats Obstakels Vorige Stap Volgen Stap Coach (Mentor)  Improver (Mentee)  Where to focus your attention? Focus your attention on this group of people. They have to learn the most and will be able to get the greatest leverage out of the initial learning efforts. Once this group gets experienced in the use of the Improvement Kata and the Coaching Kata, you can expand at an ever quicker pace engaging more and more people. © www.leanmanagement.nl
  21. 21. Where to start? Who are you? Management Team Member? Middle Manager? Team Leader? Team Member? Lean Coach? Six Sigma Black Belt? © www.leanmanagement.nl How can you take ownership?
  22. 22. Next step Depending on your position in the organization you will face different obstacles. So which one do you pick and what will be YOUR first step? © www.leanmanagement.nl You must be the change You want to see in the world Mahatma Ghandi.
  23. 23. Lean Management Teachers Lean Management Teachers How quickly can we go and see what we learned from taking that step? We hope to hear from you soon! emiel@leanmanagement.nl erik@leanmanagement.nl © www.leanmanagement.nl

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