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Challenge Driven Improvements

-through Toyota Kata

Lean Iceland 2016Pia Anhede, Revere AB

CurrentCondition

TargetCondition

Test!

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Revere AB

BOOKS

CONSULTINGIndustri, healthcareservice, media, mm>15 countries, > 20years

Pia Anhede, MScJoakim Hillberg, MSc/MBA

ACTION LEARNINGProductionService/ admin Healthcare

c/o Chalmers, Hugo Grauers Gata 3, 411

33 Göteborg, Sweden,

Mobile +46 705 43 80 48

pia@anhede.com

NETWORK

TRAINING, MASTER MEETINGS & CERTIFCATION.

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The Improvement Kata

The research behind

Challenge driven improvements

5-Sep-16

3

The research by Mike Rother that led to the book Toyota Kata ran from 2004-2009.

The research was guided by these two questions:

1. What are the unseen managerial routines and thinking that lie behind Toyota’s success with continuous improvement and agility?

2. How can other companies develop similar routines and thinking in their organizations?

VisionNext

TargetCondition

CurrentCondition Obstacles Challenge

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Research and understanding about lean

5-Sep-16

4

Gen 1 Methods and toolsValue stream mapping, 5S,

kanban, …

Gen 2 Leadership and principles Likers 14 management principles

Spear Decoding the DNA of Toyota…

Gen 3 Behaviours and routinesImprovement kata

Gen 4 ??

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Focus with kata

5

Visible

LessVisible

Tools and techniques to improve quality, cost and delivery

• A systematic, scientific way of thinking and acting

• Managers as trainers

What changes an organization’s behaviour to continuous improvement towards the strategic challenges!

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Kata – a pattern of scientific thinking and

systematic improvements beyond what we

can, do and know today.

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READ WHAT YOU SEE

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Our amazing brainfilled in the blanks!

READ WHAT YOU SEE

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Read what you see

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But our brain automatically filled in the blanks here too, instead of saying “Sorry, I don’t know yet”

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It can be wrong

11

Current knowledge threshold

Our brain automatically fills in the blanks

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This cognitive mechanism helps

us get through the day

But it also causes problemsWe often don't notice our Knowledge Thresholds.

We feel quite sure and make faulty decisions.

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Born?

ScientificThinking

We are notoriously bad at scientific thinking, due to natural, unconscious mental mechanisms

Learn through training

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Improvement kata & Coaching kata

JI/2016-05-09

Internal

Agenda

► Intro to the Tetra Pak case

► Agree the difference (challenge)

► Do it different (improvement kata)

► Be the difference (coaching kata)

JI/2016-05-09

Internal

Brand Management/2016-04-14

We specialise in providing customers with complete solutions

for the processing, packaging and distribution of food products

Focused on our customers

Brand Management/2016-04-14

Present in more than 170 countries and operations in all continents

Brand Management/2016

80 sales offices

32 market companies

6 R&D units

11 Technical Training Centres

48 manufacturing sites

Total world deliveries 2015

Brand Management/2016-04-14

Carton packaging material, billions of packs

184Distribution machines

1,047

Packaging machines

411

Processing units

2,118

Tetra Pak in summary, January 2016

Brand Management/2016-04-14

► Employees: 23,600

► Net sales billion €: 11,9

► Countries where Tetra Pak®

packages are available: >170

► Packaging material and closure plants: 37

► Filling machine assembly plants: 5

► R&D units: 6

► Technical training centres: 11

Intro to the Tetra Pak case

► Spread continuous improvements to the full company

− Well-established in our supply chain

− Improve through eradication of losses

► What trigger and motivate the continuous improvements in

our part of the company?

− Packaging Material development, about 200 employees

− Long cyclic & none repetitive work, e.g. five-year technology

development projects

JI/2016-05-09

Internal

About me

► Manager for the project management office and responsible

for driving the continuous improvement work for Tetra Pak’s

global package material development

► 12 years’ experience in driving continuous improvements, e.g.

as Lean Six Sigma Black Belt at Alfa Laval and in many

different departments of Tetra Pak, such as World Class

Manufacturing Champion in the supply chain and as senior

analyst

► Quality manager in a global quality initiative across the full

company

► Today working within the development organisation to

improve their organisational capability to deliver towards its

strategic objectives by using challenge driven improvements

JI/2016-05-09

Internal

Agree the challenge

► Management ownership

− Set by management

− Clear direction & scope (focus areas)

► Communicated

− All mangers involved in setting it

− Communicated to all

► Concrete & measurable

JI/2016-05-09

Internal

Do it different (improvement kata)

► Losses vs challenge

− To reach the full year challenge

− Key for our technology

leadership & part of our balance

scorecard

► Concrete & time set

− Bi-monthly target conditions

− Action list vs experiment log

► Learning loops & creativity

JI/2016-05-09

Internal

Be the difference (coaching kata)

► It’s all about the daily behaviors

− 25% direct involvement

− Change in the managers role

► Coaching principles for management

− The coach owns the result and the challenge

− Coach do not gives solutions, focus on the improvement capability

− Support frequent experiments and learning from them

► 2nd coach

− To make it stick these principles needs to be

applied daily by management

JI/2016-05-09

Internal

Our status

► Clear challenge & consistent scope

− Keep our focus for the full year

− Sharpen the scope even further next year & quantify the

challenge

► Measureable results

− Visualizing & quantifying the improvement results

− Ask about the results

► Strong improvement culture

− Persistent leadership, apply the coaching principles frequently

− 2nd coach support to the improvement and coaching capability

JI/2016-05-09

Internal

Challenge driven improvements (Kata)

Con

cre

ten

ess &

fre

qu

en

cy

Challenge

Experiments

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Mål-

tillstånd

Nuvarande

tillstånd Co

ach

kort

Iterate Toward the Target Condition

Daily coaching

CC

TC

Reflect on the Last Step

Because you donʼt actually know

what the result of a step will be!

1) What was your Last Step?

2) What did you Expect?

3) What Actually Happened?

4) What did you Learn?

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There are always a knowledge threshold

If we just ignore the knowledge threshold, make an activity list and start to execute, instead of experiment and learn, the problems

arise!

Action plan

False security

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The three core roles for daily

practicing

Improvement kata

Process and team

Story-board

Focus here is developing coaching ability

Focus here is developing improvement kata routine

Coaching

kataLearner

(team leader)

2nd Coach

Participates periodically

Pays particular attention to the Coach (coaches the Coach)

Coach(Manager)

The Coach is responsible for teaching the Improvement

Kata pattern, and for the results

The Coach uses the CoachingKata, asking the 5 CK questions

The team ownsthe target condition

and works to achieve it

The Learner & team applythe Improvement Kata

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How do we focus behaviours and not

implement kata as a new tool or

method?

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2016-09-05

Titel

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