Kata Walks
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The document discusses the concept of 'kata walks' as a structured approach to gemba walks, which aim to identify and eliminate waste while fostering learning and mindset changes among leaders and team members. It emphasizes the importance of focusing on how people work rather than the content of their tasks, advocating for repeatable management models like the improvement kata and coaching kata to drive continuous improvement and innovation. Overall, the approach encourages a discovery-oriented mindset and the development of a scientific way of thinking within organizations.
Kata Walks
- 1. KATA WALKS A Different Kind of Gemba Walk By Mike Rother © Mike Rother! KATA WALKS!
- 2. -‐-‐-‐ Or -‐-‐-‐ © Mike Rother! KATA WALKS! 2
- 3. Deliberate prac=ce to develop scien=fic minds © Mike Rother! KATA WALKS! 3
- 4. THE FOCUS OF THIS PRESENTATION Lean Concepts Tools Scien=fic & Tech Itera=on © Mike Rother! The Process of Making it Real Transforming our thinking and ac=ng KATA WALKS! 4
- 5. INTRODUCTION © Mike Rother! KATA WALKS! 5
- 6. LET'S LOOK AT THREE COMMON PURPOSES FOR GEMBA WALKS • TO SEE -‐ To iden+fy problems and waste. • TO ELIMINATE WASTE -‐ To learn why by asking team members. -‐ To help resolve issues. • TO LEARN -‐ To be<er understand our people & organiza+on. © Mike Rother! KATA WALKS! 6
- 7. (1) TO SEE? Read what you see Ca © Mike Rother! y u rea t is? KATA WALKS! 7
- 8. (1) TO SEE? Read what you see Ca y u rea t is? Our amazing brain filled in the blanks! © Mike Rother! KATA WALKS! 8
- 9. (1) TO SEE? Read what you see IUMRING TQ GQNGIUSIQNS © Mike Rother! KATA WALKS! 9
- 10. (1) TO SEE? IUMRING TQ GQNGIUSIQNS But our brain filled in the blanks here too © Mike Rother! KATA WALKS! 10
- 11. (1) TO SEE? What each of us sees, the impressions we get, is affected by subconscious biases that all of us naturally have. Our brain automa=cally fills in gaps, without us realizing it. We may not understand what's really happening just by looking and asking ques=ons. That's why the issues a team works on should be based on what's learned through experiments, not on someone's impressions. © Mike Rother! KATA WALKS! 11
- 12. (2) TO ELIMINATE WASTE? Ask 5 people what to improve, get 5 different answers = Observed Wastes, Problems, Opportuni=es This seems interes=ng This seems important! There's always too much to do, and by random choices you get nowhere Illustra3on by Teemu Toivonen © Mike Rother! KATA WALKS! 12
- 13. A GOAL OF 'ELIMINATE WASTE' IS TOO EASY What do you want to achieve? Things you see that you CAN do Things you discover you MUST do! Obstacles that need to be worked on appear along the way. They're not all visible at the start. Things you see that you CAN do Illustra3on by Teemu Toivonen © Mike Rother! KATA WALKS! 13
- 14. (3) TO LEARN? Yes! A leader or manager on a Gemba Walk learns something about the state of things. And a leader or manager is also a teacher. Anything they say and do teaches ways of thinking & ac=ng. So while the Gemba Walker (one person) is learning, each team he or she visits (many people) is having its thinking influenced. Teaching may actually be the most significant thing that's happening on many Gemba Walks! When a Gemba Walker randomly asks about things, points to things, suggest things, detects wastes, gives compliments, etc., they may unwi;ngly be teaching a mindset of random improvement instead of strategic, purpose-‐driven improvement. © Mike Rother! KATA WALKS! 14
- 15. -‐-‐-‐ THE SITUATION IN SUM -‐-‐-‐ A Gemba Walker can't know specifically what each team they visit should work on next, and anything s/he says & does will influence mindset and behavior. © Mike Rother! KATA WALKS! 15
- 16. SO WHAT THE HECK SHOULD YOU DO ON A GEMBA WALK?! © Mike Rother! KATA WALKS! 16
- 17. A SOLUTION AND ACTIONS © Mike Rother! KATA WALKS! 17
- 18. FOCUS ON HOW PEOPLE ARE WORKING Perhaps the most important thing for a leader to focus on during a Gemba Walk is not the content of what people are working on, but the pa<ern of thinking & ac+ng they u=lize as they improve and strive for goals. © Mike Rother! KATA WALKS! 18
- 19. WHAT PATTERN SHOULD YOU TEACH? It should be used system-‐wide in daily work It should be suitable for any goal or problem (a content-‐neutral Meta Habit) It should be based on a scien=fic model It should include structured prac=ce rou=nes for beginners (proficient users can vary the rou3nes) © Mike Rother! KATA WALKS! 19
- 20. THE IMPROVEMENT KATA + COACHING KATA ARE EXACTLY SUCH A PATTERN The following VIDEO shows a KATA WALK in ac=on, illustra=ng structured prac=ce of the Improvement Kata and Coaching Kata © Mike Rother! KATA WALKS! 20
- 21. THE VIDEO SHOWS "COACHING CYCLES" A scien=fic paiern in Step 4 of the Improvement Kata © Mike Rother! KATA WALKS! 21
- 22. TWO FORMS YOU'LL SEE Learner's Storyboard Forms available on the Toyota Kata Website © Mike Rother! KATA WALKS! 22
- 23. THE FIVE-‐QUESTION CARD USED BY THE KATA WALKER Back of card -‐ Reflec+on Sec+on Card is turned over to reflect on the last step / experiment © Mike Rother! KATA WALKS! 23
- 24. On Next Page © Mike Rother! KATA WALKS! 24
- 25. DEVELOPING A META HABIT THROUGH PRACTICE WHAT you’re working on: The focus process provides the content HOW you’re working: The Improvement Kata provides the form © Mike Rother! KATA WALKS! 25
- 26. THE KATA WALKER GOES THROUGH A LEARNING PROCESS TOO The prac=ce of management is here To be a Kata Walker you should be a Learner first, so your IK & CK skills are developed sufficiently to become a habit © Mike Rother! KATA WALKS! 26
- 27. CONCLUSION © Mike Rother! KATA WALKS! 27
- 28. FOCUSING ON HOW PEOPLE WORK • The Improvement Kata / Coaching Kata are a repeatable management model to produce con=nuous improvement, adapta=on & innova=on. • The Learner iterates his way forward, instead of "deciding" the way forward. It's the ac+on of innova+on. • You're equiping people with a paiern and mindset that's not solu=on oriented but discovery oriented. By teaching the Improvement Kata & Coaching Kata paierns you build an organiza=on that can successfully deal with challenges and uncertainty. © Mike Rother! KATA WALKS! 28
- 29. THE ACTION OF INNOVATION That's how we did it! © Mike Rother! KATA WALKS! 29
- 30. FOCUSING ON HOW PEOPLE WORK "You talk about seUng numerical targets and using them to determine whether something is acceptable or unacceptable, but that's not really what management is all about. That's what you'd call 'monitoring.' True management is about organizing things so that everyone works toward their targets." ~ Taiichi Ohno © Mike Rother! KATA WALKS! 30
- 31. MORE INFORMATION On the "Toyota Kata Website" Improvement Kata Handbook The Improvement Kata Handbook is for anyone who wants to learn and master achieving effec=ve, sustainable con=nuous improvement, adap=veness and innova=on in an integrated, systema=c, scien=fic way. © Mike Rother! KATA WALKS! 31
- 32. BEST WISHES! For developing your scien=fic mind © Mike Rother! KATA WALKS! 32