Toyota kata in knowledge work - European Lean Educator Conference 2014

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* What are the habits, routines, behavior patterns, needed to strive for excellence every day? * How do we create a culture of continuous learning and improvement? * The Improvement KATA and the Coaching KATA * The KATA in knowledge work context * How to start applying the Improvement KATA and Coaching KATA tomorrow

Presentations & Public Speaking

Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com
17 -19 September 2014 -Stuttgart, Germany

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”
Will Durant
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Håkan Forss
Agile Coach
@hakanforss
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Agile/Scrum/XP
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

I’m a LEGO fan!
DISCLAIMER
LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this presentation.
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

“You can actyour way into a new way of thinking fasterthan you can thinkyour way into a new way ofacting.”
David Mann
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Wax on, wax off
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Create ”muscle memory” for continuous improvements
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

What is a Kata?
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

What is a Kata?
Synthesizing thought andbehavior in skillful action;
the metacognition of reflection in action
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Planning Phase
Understand Direction
Grasp Current Condition
Executing Phase
Set the Next Target Condition
Experiment towards Target Condition
Repeat
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Vision
Current Condition
Target Condition
Challenge
Target Condition
Target Condition
Target Condition
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Vision: To boldly go where no brickhas been before!
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Current Condition
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Challenge: …We choose to go to the moon in this decade…
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Target Condition
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center
Mission:AS11 Roll:44 Frame:6548
Target Condition
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Experiment towards Target Condition
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Target Condition
Current Condition
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Leader coaching the learners
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Leader coaching the leaders
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

and knowledge work
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Work is hidden
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

We need toShift our focus
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

From local awareness…
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

..to global awareness
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Create a shared and visual understanding of the bigger picture
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

High variation in content and cycle time
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Long cycle and lead timeTypically days or weeks
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Blockersand Impedimentsare like Goldand Gemsfor improving flowin your process
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

We are too busy
No thanks!
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Time
Capability
100%
Reduce planned utilization
Inspired by MårtenPehrson
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Time
Capability
100%
Utilization
planed at 70%
Creates the time for increasing capability
Inspired by MårtenPehrson
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Time
Capability
100%
Utilization
planed at 70%
Plan for less than 100% utilization
Inspired by MårtenPehrson
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Daily work
Delivering value
Improving the work
Make improvements and changes in small batches
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Improvementsareexperiments
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Puff
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Oh, I did NOT expect that!
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

The sound of learning
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Hypothesis
Prediction
Experiment
Observation
Learning
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Prediction
Hypothesis
Observation
Experiment
Observation
Experiment
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Learning
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Expect at least 50% of the experiments will notgive the expectedresultThis is when we REALLY learn!
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Seeeverychangeas an experiement
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Plan
•Define hypothesis
•Make Prediction
Do
•Run Experiment
•Closely observe
Check
•What did we learn?
Act
•Update hypothesis
Duration based on level of buy-in
Low buy-in = shorter duration
I told you so!
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Rocks !!
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Your treasure map toToyota Kata! http://hakanforss.wordpress.com/tag/toyota-kata/
http://www.slideshare.net/hkanforss/ http://www-personal.umich.edu/~mrother/Homepage.html
http://www.lean.org/kata/
http://www.slideshare.net/mike734
http://www.slideshare.net/BillCW3/
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Q & A
HåkanForss
Mail: hakan_forss@Hotmail.com
Twitter: @hakanforss
Blog: http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

What's hot

Aristotle said, “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Building on the power of habits, Toyota Kata helps build a daily continuous learning and improvement culture – a kaizen culture. In this session, Håkan Forss will introduce two main kata* of Toyota Kata – improvement kata and coaching kata. You will learn how the improvement kata and coaching kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive toward your state of awesomeness in small experiments focused on learning. The improvement kata will form the habits of doing small daily experiments focused on learning and improving. The coaching kata will form the habits of leaders in an organization to help the learners learn and improve. It’s time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A kata is something you practice over and over, while striving for perfection. If the kata itself is relatively static, the content of the kata, as we execute it, is modified based on the situation and context in real-time as it happens. A kata is different from a routine in that it contains a continuous self-renewal process.

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Time is valuable, and when it is gone, it is gone. Are you focusing on flow or just keeping yourself busy? How much has the red brick cancer spread in your processes? In this session we will talk about time. We will explore the differences between systems with high resource efficiency and systems focused on flow efficiency. We take a look at how to remove the red brick cancer in your processes. You will learn how to understand and improve the end to end flow in your system.

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Lean and Agile software development can help your organization deliver early and often, but that is not sufficient. Without clear and transparent alignment on a strategy, the organization might still end up just keeping itself busy and not achieving the desired results. Making your strategy happen have two major components that lives in symbiosis; strategy alignment and strategy execution. Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organization. Organizations also need to become laboratories, in which they are constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy. In this session you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.

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“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don't seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your state of awesomeness in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the agile leaders for creating a culture of continuous improvement, adaption, and innovation. In this session, Toyota Kata will be taken out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context as a compliment or a replacement of the agile retrospective. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

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Lean and Agile software development can help your organisation deliver early and often, but this is not sufficient. Without clear and transparent alignment on a strategy, the organisation might still just end up keeping itself busy and not achieving the desired results. Making your strategy happen involves two major, symbiotic components: strategy alignment and strategy execution. Aligning on the right strategy can be a challenge in today’s complex world. Hoshin Kanri is an approach to meeting this challenge by drawing for the collective brain trust in your organisation. Organisations also need to become laboratories: constantly running experiments, generating learning, and applying that learning to continually progress towards their strategy. In this session, you will learn how to create this symbiosis of strategy alignment and strategy execution using Hoshin Kanri and Toyota Kata as one system.

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Toyota Kata – habits for continuous improvements Description: “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement? In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata.

Toyota Kata – habits for continuous improvements Lean IT Summit 2013

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“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but you don’t seem to really improve. Let us put your retrospectives on steroids. Start using Toyota Kata! Building on the power of habits, Toyota Kata will help you build a daily continuous learning and improvement culture, a kaizen culture. In this intense and interactive 90 min session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. We will experience the fundamental behavior patterns at the core of the Toyota Kata methodology: the rapid experimental cycles and the Coaching Dialog. You will gain direct insight into the power of the Improvement Kata and Coaching Kata through repeated personal practice. You will experience how these daily habits or routines will help you to strive towards a state of awesomeness in small experiments focused on learning. Small teams will work together striving to achieve ever higher levels of awesomeness using the Improvement Kata and Coaching Kata, thereby gaining practical hands-on familiarity with Toyota Kata. Learning outcomes: · Provide an introduction to the core routines, mindset, and behavioral practices of Improvement Kata and Coaching Kata. · Allow you to experience the core routines of the of the Improvement Kata and Coaching Kata through interactive, hands-on exercises Who should attend? The target audience are Lean/Agile Coaches, Scrum Masters, managers and anyone interested in continuous learning and improvement methods. Anyone can attend. Prerequisites No prior knowledge needed. If you want to prepare the following two books are highly recommended: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother and Lean Enterprise: How High Performance Organizations Innovate at Scale by Jez Humble, Joanne Molesky, Barry O’Reilly Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

Toyota Kata Puzzle Experience Workshop

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Most of today's knowledge work is almost exclusively done digitally. If you would step into an office and try to observe the process you will most likely find it hard to understand what is really happening. Most of the work is as ones and zeros hidden in many different digital repositories. To create a common and shared understanding in knowledge work we often need to make the invisible visible. During this session Håkan Forss will share his experiences of creating common and shared understanding of the invisible knowledge work using visual management.

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“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” - Aristotle. What are the habits, or routines, you need to put in place to continuously strive for excellence? How do we create a culture of continuous improvement? In this session you will learn about continuous improvement routines that help you close the gap between your current condition and you desired future state. You will learn how you can probe through the unknown in small deliberate steps. You will also be introduced to the leadership routines to build a continuous improvement culture. These routines are what we call Toyota Kata. Watch the video of the presentation here: http://youtu.be/MT3qgwzj5nY More Lean IT videos and presentations on: www.lean-it-summit.com

Toyota kata – habits for continuous improvements by Hakan Forss

Institut Lean France

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.” – Aristotle What are the habits, routines, behavior patterns, needed to strive for excellence every day? How do we create a culture of continuous learning and improvement? Building on the power of habits, Toyota Kata will help you build a culture of continuous learning and improvement, a kaizen culture. In this session, you will be introduced to the two main Kata* of the Toyota Kata, the Improvement Kata and Coaching Kata. You will learn how the Improvement Kata and Coaching Kata can become your “muscle memory” for continuous learning and improvements in your organization. These daily habits or routines will help you to strive towards your vision, your state of awesomeness, in small experiments focused on learning. The Improvement Kata will form the habits of doing small daily experiments focused on learning and improving. The Coaching Kata will form the habits of the leaders of the organization to help the learners learn and improve. In this session, we will take Toyota Kata out of the manufacturing context and put it into the knowledge work context. You will learn how you can start applying the Improvement Kata and Coaching Kata in a software development context tomorrow. Time to stop collecting problems and start forming new habits of learning and improving! (*) Kata means pattern, routine, habits or way of doing things. Kata is about creating a fast “muscle memory” of how to take action instantaneously in a situation without having to go through a slower logical procedure. A Kata is something that you practice over and over striving for perfection. If the Kata itself is relative static, the content of the Kata, as we execute it is modified based on the situation and context in real-time as it happens. A Kata as different from a routine in that it contains a continuous self-renewal process.

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Developing games for the high demand, fast moving mobile market, is truly a challenge. Creating moments of magic is the art of finding the right trade-off between polish and time to feedback. King have developed over 190 games, including the world famous Candy Crush. In this session, we will share our recent experience in how to use evolutionary and experimental approaches in order to deliver disruptive innovation as well as continuous improvements. We will share insights in why Culture is King when you want to create an ever learning and evolving organization.

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You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata! Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working. Presented together with @hakanforss slideshare.net/hkanforss

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It is a period of process efficiency war. Rebel flow-based change agents, striking with hidden knowledge, have won their first victory against the evil of Resource Efficiency and Big Planning Upfront. During the battle, Rebel spies managed to uncover the ultimate weapons, the Kanban Method and Toyota Kata. Pursued by sinister agents of Resource Efficiency, the change agents races home to their teams, custodians of the uncovered weapons that can save the organizations and restore customer delight in the galaxy. Let’s hear what the Rebel change agent Håkan Forss has to share…

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Toyota kata in knowledge work - European Lean Educator Conference 2014

1. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com 17 -19 September 2014 -Stuttgart, Germany

2. “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” Will Durant Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

3. Håkan Forss Agile Coach @hakanforss Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

4. Agile/Scrum/XP Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

5. Lean, Kanban & Flow

6. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

7. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

8. I’m a LEGO fan! DISCLAIMER LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this presentation. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

9. “You can actyour way into a new way of thinking fasterthan you can thinkyour way into a new way ofacting.” David Mann Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

10. Wax on, wax off Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

11. Create ”muscle memory” for continuous improvements Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

12. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

13. What is a Kata? Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

14. What is a Kata? Synthesizing thought andbehavior in skillful action; the metacognition of reflection in action Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

15. Planning Phase Understand Direction Grasp Current Condition Executing Phase Set the Next Target Condition Experiment towards Target Condition Repeat Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

16. Vision Current Condition Target Condition Challenge Target Condition Target Condition Target Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

17. Vision: To boldly go where no brickhas been before! Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

18. Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

19. Challenge: …We choose to go to the moon in this decade… Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

20. Target Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

21. Target Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

22. Target Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

23. Target Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

24. Image courtesy of the Earth Science and Remote Sensing Unit, NASA Johnson Space Center Mission:AS11 Roll:44 Frame:6548 Target Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

25. Experiment towards Target Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

26. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

27. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

28. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

29. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

30. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

31. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

32. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

33. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

34. Target Condition Current Condition Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

35. Leader coaching the learners Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

36. Leader coaching the leaders Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

37. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

38. and knowledge work Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

39. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

40. Work is hidden Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

41. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

42. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

43. We need toShift our focus Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

44. From local awareness… Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

45. ..to global awareness Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

46. Create a shared and visual understanding of the bigger picture Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

47. High variation in content and cycle time Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

48. Long cycle and lead timeTypically days or weeks Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

49. We need toShift our focus Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

50. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

51. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

52. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

53. Blockersand Impedimentsare like Goldand Gemsfor improving flowin your process Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

54. We are too busy No thanks! Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

55. We need to Shift our focus Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

56. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

57. Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

58. Time Capability 100% Reduce planned utilization Inspired by MårtenPehrson Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

59. Time Capability 100% Utilization planed at 70% Creates the time for increasing capability Inspired by MårtenPehrson Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

60. Time Capability 100% Utilization planed at 70% Plan for less than 100% utilization Inspired by MårtenPehrson Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

61. Daily work Delivering value Improving the work Make improvements and changes in small batches Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

62. Improvementsareexperiments Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

63. Puff Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

64. Oh, I did NOT expect that! Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

65. The sound of learning Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

66. Hypothesis Prediction Experiment Observation Learning Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

67. Prediction Hypothesis Observation Experiment Observation Experiment Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

68. Learning Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

69. Expect at least 50% of the experiments will notgive the expectedresultThis is when we REALLY learn! Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

70. Seeeverychangeas an experiement Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

71. Plan •Define hypothesis •Make Prediction Do •Run Experiment •Closely observe Check •What did we learn? Act •Update hypothesis Duration based on level of buy-in Low buy-in = shorter duration I told you so! Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

72. Rocks !! Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

73. Your treasure map toToyota Kata! http://hakanforss.wordpress.com/tag/toyota-kata/ http://www.slideshare.net/hkanforss/ http://www-personal.umich.edu/~mrother/Homepage.html http://www.lean.org/kata/ http://www.slideshare.net/mike734 http://www.slideshare.net/BillCW3/ Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

74. Q & A HåkanForss Mail: hakan_forss@Hotmail.com Twitter: @hakanforss Blog: http://hakanforss.wordpress.com Created by Håkan Forss @hakanforsshttp://hakanforss.wordpress.com

Toyota kata in knowledge work - European Lean Educator Conference 2014

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Toyota kata in knowledge work - European Lean Educator Conference 2014