This document discusses the application of Toyota Kata and Lean Product Development principles. It begins by explaining Lean Product Development focuses on solving problems early in the design process using small batch learning. Toyota Kata is then introduced as a way to systematically improve through goal setting, experimentation, and overcoming obstacles. The document proposes using Improvement Kata to transform product development processes, setting long term challenges and tracking progress through target conditions and countermeasures. Examples are given of applying kata thinking such as making tradeoff curves and using A3 reports to share knowledge across projects.
2. Theme
2013
What isis Lean Product Development
What Lean Product Development
What isis Toyota Kata
What Toyota Kata
How can TK be applied to LPD
How can TK be applied to LPD
2014
3. History of Lean seen in Books
2003
2011
2007
1996
20 04
2012
2007
2007
201
3
2009
7. Problems to be Solved
Objective
Business
Business
Objective
Objective
Customer
Customer
Value
Value
Solve Problems by PDCA Cycles
Knowledge
Gap
Tech
Tech
Capability
Capability
Technical Capability
Success Assured
( Problems Solved )
9. Reasons for Point Based Design
Intolerance for Uncertainty
Acquired by Evolution
Knowledge Gap Analysis
Can we satisfy requirement?
Is there evidence?
Clarify what we don’t know
Finding that out is top priority
Basis of task management in
fuzzy front end
Ideas
Solution
12. How to solve problems faster -1
Create knowledge in small batch
Fast Learning Cycle
Our products are different, we have to
Our products are different, we have to
build the whole product to gain
build the whole product to gain
knowledge.
knowledge.
Look
Act
Discuss
LAMDA
Cycle
Ask ?
Model
Cheap and Fast Learning
13. The Wright Brother’s Creativity
They were creative because they didn't have money
14. Get Set Based Knowledge
•
•
•
Get knowledge fast and cheaply
Explore wide design space
Point to line to surface
Test cost
Tradeoff
Curve
Setup cost
Design parameter
15. How to solve problems faster -(2)
Don’t solve problems
Reuse knowledge
of past problem solving
あらゆる知識をA3形式で共有
16. Obstacles to LPD introduction
Product development is stretched to limit
We don’t have time
LPD will delay projects
Fear of unknown
Resistance to change
18. Management Philosophy
•
Most companies
Make good product for customers
It’s not the strong but those who change that survive
•
Toyota
Survive long term by improving and evolving capabilities to make
products for customers
19. How can we adapt to change?
Few people
Sometimes
Make big changes
On a whim
<
Many
Always
Keep making
small changes
systematically
20. How can we keep changing
New neuron circuit
Change Mindset
↓
Change Culture
↓
Change Behaior
↓
Constant change
Repeat
Pattern
Kata
↓
Change behavior
↓
Constant change
↓
Change mindset
↓
Change culture
23. Two thinking modes
•
•
Implementation mode
Planning
Execution
画
計画
計
ere
hhere
W e
W e
w t
w nt
waan
w o
t to
o
ggo
行
実行
の実
策の
決策
解決
解
wnn
no y
kknow rry
Unn rritioo
U e rr t
Te
T
ere
hhere
W e
W e
W
W re
A re
A
•
Problem Solving Mode
Don’t know path
29. Intention behind heijunka pattern
Demand :A,B,C,D,E
8 , 16,4,6,3
Pattern
Scheduler
Optimum Plan
Time
Reach today’s target
Pattern is TC
Surface Problems
Know where to improve
for long term survival
30. PDCA Cycle
Try ideas outside of common sense
1 . P: Hypothesis ( Prediction )
A P
C D
2. D: Try hypothesis ( Act )
3. C: Compare results ( Evidence )
4. A: Adopt if proved, back to 1 if
disproved 検証されたら
A P
C D
A P
C D
現状
現状
A P
C D
A P
C D
ターゲット
ターゲット
状態
状態
A P
C D
31. Culture to promote experimentation
Between two who took the same time solving a problem, I choose
one who failed 10 times over one who solved without one failure
The Japanese are too fearful
of failure
How can you know
anything if you haven’t
even tried?
34. Mentor and Mentee
Neve teach solution
Push for deeper understanding of CC
Following Katga is more important than good solution
Mentor
Mentee
ç√
ç√
CC
CC
TC
TC
35. The 5 Questions
1. ターゲット状態は何か
2. 現在の実際の状況はどうか
3. ターゲット状態達成を妨げて
いる障害は何か。そのどれに取り
組んでいるのか。
4. 次のステップ(次のPDCA
サイクルの開始)は何か。その結
果はどうなると思うか。
5. そのステップから学んだこと
をいつ見に行けるか。
目標再確認
前回の実験の振り返り
焦点の確認
次の
PDCA実験
次の実験と
コーチングの時期確認
A P
C D
37. 2 Approaches to Product Development Transformation
•
•
Implementation Mode
Planning
Execution
画
計画
計
行
実行
の実
策の
決策
解決
解
た
りた
あ り姿
あい 姿
い
rry
ttoo y
rrrrii
ee
T
n T
wn
noow
nkkn
Un
U
CC
CC
Problem solving mode
• Use improvement kata
38. Application of
Improvement Kata to product
Development Transformation
Development Transformation
Development Transformation
Vision
Challenge
Challenge
TC
TC
Obstacl
Obstacl
ee
CC
CC
ess
roc tion
P a
PD sform
ran
T
egy
at
tr
S
erm
d t for
i
M al
o ct
G du
ro ment
P op
el
de v
39. Transforming to LPD
Profitability 2x
•
New product sale ration 2X
Challenge 3 year out
PD productivity 4x
•
TC
•
Experiment
•
Overcome obstacles
•
Standardize
PD LT 1/3
zero loopback
knowledge reuse
3x
Employee satisfaction up
Turnover 1/5
Zero overtime
40. Transforming to LPD
•
Challenge 3 year out
•
TT 6 months out
Experiment
•
Overcome obstacles
•
Standardize
Using A3 to record knowledge
•
•
•
Using A3 for problem solving
•
Using tradeoff curves
•
Always doing knowledge gap analysis
41. Transforming to LPD
Make tradeoff curves
•
Challenge 3 year out
•
TT 6 months out
•
Trail in pilot projects
Experiment
Make test bed
•
Overcome obstacles
•
Standardize
Make A3
あらゆる知識をA3形式で共有