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Lean Leadership Initiative:The Toyota Kata
&TWI Job Instruction
© 2016 Texas A&M Engineering Extension Service (TEEX). All Rights Reserved.
Introduction
• Re-engineering/implementation does not work for Lean (Lean is a System)
• Tools
• Practices
• Skills
• At the core, Lean is about:
• Creating ever better flow,
• Through Continuous Improvement
• Lean requires a paradigm shift for improvement:
• From Management by Results,
• To Management by Means.
Introduction
• Management by Means• Based on a standardized method
• Requires patience
• Requires daily practice
• Requires all of managent’s particpation
Introduction
• Lean also Requires:• A standard method,
• For standardizing
Basic Lean Building BlocksMust Ultimately
Result in a
Change in
Human
Behavior &
Requires
Structure
20th Century Lean
The Promise of Lean?
• 2% of the companies have achieved their Lean objectives.
• 24% of the companies achieved significant results.
• 74% of the companies did not make good progress with Lean.
- Industry Week/MP Census of Manufacturers (Nov. 2007)
Must Get
Here!
Basic Lean Model
Sustainable Results = Tools x Culture x Governance
Lean Tools are only a small part of a Lean system
Management by Results
1.Define Target
2.Identify Solutions & Tools
3.Provide Incentives
4.Check Results
Management by Means
• The main concern is how we are working toward
objectives,
• When we focus on solutions, we are not adaptive &
continually improving because…
• …today’s solutions may not solve tomorrow’s
problems
TPS vs. TraditionalSolution How to
Develop solutions
Toyota’s
Management
Tendency
Left Open Specified – guided and
directed
Our
Management
Tendency
Given/Directed Not specified – left to the
employee
Management by Results vs.Management by Means
Scientific (Management) Method
1. What’s ahead of us isn’t predictable.
2. The special capabilities of our brain get engaged when we learn new things.
3. We advance to new solutions and levels of performance through disproof.
A Favorite of Sakiichi Toyoda (LEI)
“It is a mistake to suppose than men succeed through success; they much oftener succeed through failures. Precept, study, advice, and example could never have taught them so well as failure has done.”
- Samuel Smiles
Must Eliminate Management by Results …
… because:
• Problems are beyond our current horizon, and
• The path is unpredictable!
How is Uncertainty Handled?
• Requires Management by means, not management by results
• Requires a change in how we develop solutions.
• Requires a new way of thinking (mindset or mental model).
Mindset
A subconscious way of thinking and feeling, learned via successes and failures, that
determines how you interpret and respond to situations.
Mindset forms culture.
MindsetsFIXED MINDSET
Avoids Uncertainty
• Define path before starting.
• Financials determine direction.
• Maintain “status quo.”
• Occasional changes – try “leaps” to catch up.
• Mistakes & problems = failure (bad).
ADAPTIVE MINDSET
Accepts Uncertainty
• Planning, but path determined “real time.”
• Financials used for refinement.
• Focus - long-term goal.
• Change is frequent & normal (small steps).
• Mistakes & problems = normal & useful.
Recap
• Started with “Management by Means” because of the unknown future.
• Proceeded to an embracing of failure (controlled).
• Leads to how solutions are developed*.
• New behaviors require new mindsets.
• Mindsets determine culture.
• An adaptive mindset is best for handling uncertainty.
*Solution development = Toyota Kata
Changing Mindset
The measures taken to deal with new situations, develop new solutions and
reach new levels of performance are not predictable.
*
*Understanding the Current Knowledge Threshold
is at the crux of Toyota Kata.
© Mike Rother Toyota Kata
Changing Mindsets is Critical
… but, how?
• Good News – Humans are adaptable
• Bad News – Learning occurs outside of our “comfort zones.”
Since people in groups seek security and predictability, change doesn’t
happen.
Lean Leadership
We get superior results from average people managing brilliant processes.
We observe that our competitors get average (or worse) results from brilliant people managing broken processes.
Senior Toyota Executive
- Requires a change of mindset …
• That statement makes us believe they’re talking about the manufacturing process, but actually, they’re talking about their people processes.
Paradigm Change
• We must find our way through (PDCA)
• Instead of having a “Get’er Done!” attitude (Checklist)
There are only 3 “For Sure’s”
1. Where we’re at
2. Where we want to be
3. Unclear territory between 1 & 2
Kata has to do with Skills Acquisition
• Skills are not innate
• Skills must be practiced
• Practice implies repetition
• Only patterns or “sameness” can be repeated.
What is Kata?
Is there anyone in the room who practices martial arts?
A kata is a pattern or form. In Japanese martial arts, it is a series of prescribed and deliberately practiced punches, kicks, throws, and defensive maneuvers.
Why a Kata?
• Kata conditions the central nervous system for standardizing a reflexive action.
• Kata passes on both knowledge and skill from the master of a previous generation to students of a future generation – a culturalfeature.
Behavior Patterns
Basic ways and routines through which work is conducted.
Comfort comes with Practice
• Well worn mental circuits earned through practice decrease comfort.
The trick is to develop well worn mental circuits – not for solutions –but for a means to deal with dynamic uncertain conditions. In sports, the focus of training is not solutions, but how to play! People can adjust and adapt to “game conditions” if they know what’s going on and practiced a way of doing that.
Changing Mindset
Mindset is not developed by incentives, benchmarking, or episodic classroom training/workshops (declarative memory).
Changing Mindset
• Basic research cites 3 mechanisms:• Deliberate practice
• Done over time changes mindsets …
• … over the long term, builds organizational culture.
“New experiences are required to change our mind.”
- Professor Gerald Huther
Brain Science says …
Brain Science says …
Nuerons that fire together, wire together.”
- Carla Shatz
Strength of connection (ease
of transmission) & the number
of connections increase with
use. Whatever you practice
weaves a habit or pattern in
your thinking.
Aristotle
“We are what we repeatedly do; excellence, then,
is not an act but a habit.”
Adaptability
Kaizen Event• Improvement is the point
• Step function improvement
• Team based
• Selected individuals
• Up to 40 hours (1 week)
• Punctuated
• Project management
• Planning necessary
Toyota Kata
• Learning is the point
• Incremental improvement
• Individual based
• All management
• 15 minutes daily
• Continual
• Highly scripted
• Easily performed
Adaptability Requirement
• Must be done daily! (Harder than it sounds)
• Only a short duration (15 minutes)
PDCA
• Make sure to “Grasp the Situation” at every step of PDCA.
Start with a VSM
CurrentCondition
ObstaclesNext
TargetCondition
Visionfor
Customer
Improvement Kata Map
Challe
nges
Improvement Kata
• Steps 1 & 2:• Determine performance gap
• Step 3:• Pick any obstacle to work on (doesn’t matter which)
• Step 4:• Experiment
• Step 5:• What did you learn?
Improvement
The Gap 2. Current
Condition
1. Target
Condition
Go See• Visit the point where value is actually being created;
verify the situation.
Current Condition
• Block diagram• Takt• Cycle time• Output fluctuation
• One-piece flow• Staffing• Capacity/shift• Number of operators
Grasp the current condition, GO & SEE:
Three Keys to Lean Leadership
• GO SEE• “Sr. Mgmt. must spend time on
plant floor.”
• ASK WHY• “Use the ‘Why?’ technique daily.
• SHOW RESPECT• “Respect your people.”
- Fujio Cho (LEI)
TARGET CONDITION FORM
Process: Challenge: TC Date:
CURRENTCONDITION
TARGETCONDITION
TARGET CONDITION FORMProcess: Staging Material Challenge: TC Date: 11-17-14
CURRENTCONDITIONS
TARGETCONDITIONS
Procure Materials (4 possible locations)
and stage in 1 area.
Sales orders reviewed daily and
automatically stage when ready
Identify staging area
Materials & quantity “pre” verified
to free up time for Paul
Trucks loaded & ready to go by 5 pm
& possibly taken home by technicians
Staged by 3 pm each day
Trucks loaded late (morning)
1 in woodshop
0 in shipping/receiving
2 in hollow metal shop
8 in cage
Requested 2 to be staged but
weren’t staged by 3 pm
Staged in available area
Paul verifies material & quantities
Sales orders must be requested
Locate & Stage Customer
Material
Improvement Kata
• Steps 1 & 2:• Determine performance gap
• Step 3:• Pick any obstacle to work on (doesn’t matter which)
• Step 4:• Experiment
• Step 5:• What did you learn?
TARGET CONDITION FORMProcess: Staging Material Challenge: TC Date: 11-17-14
CURRENTCONDITIONS
TARGETCONDITIONS
Procure Materials (4 possible locations)
and stage in 1 area.
Sales orders reviewed daily and
automatically stage when ready
Identify staging area
Materials & quantity “pre” verified
to free up time for Paul
Trucks loaded & ready to go by 5 pm
& possibly taken home by technicians
Staged by 3 pm each day
Trucks loaded late (morning)
1 in woodshop
0 in shipping/receiving
2 in hollow metal shop
8 in cage
Requested 2 to be staged but
weren’t staged by 3 pm
Staged in available area
Paul verifies material & quantities
Sales orders must be requested
Locate & Stage Customer
Material
Improvement Kata
• Steps 1 & 2:• Determine performance gap
• Step 3:• Pick any obstacle to work on (doesn’t matter which)
• Step 4:• Experiment
• Step 5:• What did you learn?
PDCA CYCLES FORM
Process: _______________ Process Metric: _________________
Trial
Dates
What do I
expect?Trial/Test Result What did I Learn
Staging MaterialStage Material
by 3 pm
12/18Tonia email to Will Call
for delivery/staging:
- 3pm
- Notice of issues
- Follow-up @ 3 pm.
Tonia will send
email and have
to wait.
Tonia to send email:
• S/O on subject line
• S/O in body
• Send by 11 am
• Follow up if busy
Tonia emails Zac
appropriately & then
waits.
12/19Monitor daily progress,
especially failures.
Get a percentage.
1 in 5 will be
wrong. 20%
failure rate.
Checked 2 jobs,
both ok.
20% wrong Confirmed
12/22 Check Monday’s jobs
for accuracy.1 will be inaccurate. Quantities are ok, will
check shop work.
Improvement Kata
For Lean to stick …
… Organization wide tacit knowledge is more important than any single improvement.
Lean Leadership in Action (LEI)
What’s needed to make Lean Leadership effective?Employee who takes responsibility for defining & solving the problem.
Leadership (Lead to CEO) who can mentor employee along the path of discovery & resolution.
NOTE: it’s all about dialogue – a continuing conversation between leader & subordinate or responsible person & all of those touching a process.
Lean Leadership Checklist (LEI)
Do you:
Ask for alternatives, not one countermeasure?
Ask about additional countermeasures in case things don’t go as planned during implementation?
Assign responsibility to “manufacture” authority for transformation through detailed discussions with every function, department, & person touching processes?
Lean Leadership Checklist (LEI)
Do you:
Ask 5 whys, or is it 1 “who?”
Show respect by asking questions, or is it “giving answers.”
Make sure every leader is a teacher manufacturing new leaders?
Dig into the details (“go see”) to a point that the obstacle is clearly understood”(Turn hunches and data into facts).
Ask Why
• What is the target condition? What are possible countermeasures? Why is one countermeasure the best?
Show Respect
• Assign clear responsibility for every process & problem; ask questions about people’s work.
Total Employee Involvement
• Involve the people
• Allow them some “say”
• Provide clear understanding of the benefits
• Ask for positive, constructive ideas for solving any relevant issues
• Allow them to express their feelings & ideas
• Measure participation
The Coaching Kata
• Used for coaching the Improvement Kata
• An example of Improvement Kaizen
The Coaching Kata
• Tools:• The Coaching Kata Card
• The Target Condition Form
• The PDCA Cycle Form
• Knowledge/Skill:• Knowledge of Lean Principles
• Competent TWI-JI Instructor
• Well Practiced in the Improvement Kata
FRAMING QUESTIONS
1. What is the target condition? (The
challenge)
What do we expect to be happening?
List the conditions (w/out adjectives)
.
2. What is the actual condition now? (Go &
See)
•Is the description of the current condition
measurable?
oBlock diagram, same every cycle?
oTakt, Cycle times, cycle times vary?
oOutput fluctuation, 1X1 flow, staffing?
oCapacity/shifts, number of operators?
oList the actual conditions
.
3. What obstacles are now keeping you
from the target condition? Which are you
addressing now?
oCompare current vs. target conditions.
oFocus on one obstacle at a time. Do not
worry about finding the biggest obstacle,
keep cycling fast and you’ll find it.
THE NEXT EXPERIMENT
4. What is your next step? (Start of next
PDCA cycle)
•Take only one step at a time, but do so in
rapid cycles.
•The next step does not have to be the
most beneficial, biggest, or most important.
Most important is that you take a step.
•Many next steps are further analysis, not
countermeasures.
•If next step is more analysis, what do we
expect to learn?
•If next step is a countermeasure, what do
we expect to happen?
PREPARE FOR REFLECTION
5. When can we go and see what we have
learned from taking that step?
•As soon as possible. Today is not too
soon. How about we go and take that step
now? (Strive for rapid cycles!)
15 minutes a day to a better way.
Coaching Kata Card
Kata: Integrates Lean Concepts
• Genchi Gembutsu, Gemba Kaizen, Gemba Walks
• Kaizen Teian
• 5 Why analysis
• Daily Improvement
• Incremental improvement
• Achieving conditions versus metrics
• Total Employee Involvement
• Conveys proper use of A3
• Go slow to learn to go fast
• Advances explicit knowledge
• Enhances tacit knowledge
• Small experiments – sometimes big jumps
• Value stream analysis
• Reflection
• Creation of teachers
Cultural Modifiers
• Habitual – daily
• Required of all
• Collaboration
• Ease of practice
• Achievement
• Gratification
• Succinct
• Interesting
• Fun - experimentation
• Recognition
• Relevance
• Different kind of work
• Broaden system knowledge
Standard Method for Standardizing
Training Within Industry (TWI)
Job Instruction (JI) Training
TWI – JIT Learning
The TWI approach is not a matter of schools or
classes or lessons –
it is individual and/or group work on current day
problems of output, quality, lost-time, scrap, re-
work, maintenance, and working relations.
Chamberlain Pursues Appeasement
Circa – late 1930’s
September 30,1938
Chamberlain Signs Munich Accord
June 12, 1940
France Signs its “Armistice” with Hitler
December 7, 1941
Japanese Attack Pearl Harbor
America Declares War
What Happened in 1938?
Public Works
War Production
TWI Job Instruction Trained Rosie
The TWI Job Instruction Training
•The TWI program is estimated to have shortened the war in Europe (WW2) by five years (barring the nuclear bomb).
•MacArthur used TWI to rebuild Japan’s industrial base minus executives and upper management.
The TWI Program
• Toyota’s production system success is due to TWI.
• Largely forgotten in its homeland (USA).
Job Instruction
• 5, 2 hour sessions – consecutive days.
• 8 – 10 participants
• Learn by Doing Approach (Jishuken)
• Curriculum is scripted
• Pedagogy (androgogy) is flawless for adult training
• Accounts for “all learning styles”
• Day 1 – Course Dump
JI - Continued
I. Session 2I. Introduce the importance of a Job Breakdown (Job
Element Sheet).I. More to JI than the 4–Steps of Instruction (Blue Card)
II. Determination of Important StepsI. What you do
II. Something that advances the job
III. Determination of Key PointsI. How you do it
II. Something that
I. Makes or breaks the job
II. Injures the worker
III. Makes it easier to do
IV. Only one practice of it – needs a workshop
JI Continued
I. Session 3I. Training Timetable
II. Plan for OJT
III. ID Workforce weaknesses
IV. ID for Task deficiencies
II. Session 4 & 5, Delivery Practice
III. JI & PDCA
TWI Job Instruction
• The method of one-on-one on-the-job training that produces the highest output & first time quality.
• Many learning styles exist, but we will usually teach to our own style.
• What about learners that are not of the instructor’s learning style?
• This method accounts for “all” learning styles.
• This method uses a Learn by Doing approach.
• JI employs the scientific method (PDSA).
Why Telling alone is Poor Instruction
• Things seem complicated when you listen to words
• Few can use the exact words necessary
• Operations are difficult to describe in words
• Hard to tell the right amount and whether it is understood.
Why Showing Alone is Poor Instruction
• Usually just a copy of the motions
• Many motions are hard to copy
• Tricky points are missed
• The learner doesn’t know what comes next
• Cannot translate what we see into what we should do.
Ability to Recall InformationMethod of Instruction Recall (3 hours later) Recall (3 days later)
Telling Alone 70% 10%
Showing Alone 72% 20%
Showing & Telling 85% 65%
Source: Western Michigan University
Skills - sustain
The 7 Learning Styles
• Visual (Spatial)
• Aural (Auditory – Music)
• Verbal (Linguistic)
• Physical (Kinesthetic – Tactile)
• Logical (Mathematical)
• Social (Interpersonal)
• Solitary (Intrapersonal)
• Various combination levels
The JI 4-Step Method for JIStep 1 – PREPARE THE WORKER (PLAN)
•Put the person at ease
•State the job
•Find out what the person already knows
•Get the person interested in learning the job
•Place the person in the correct position
Step 2 – PRESENT THE OPERATION (DO)
•Tell, show and illustrate one Important Step at a time
•Do it again stressing Key Points
•Do it again stating reasons for Key Points
•Instruct clearly, completely and patiently, but don’t give them more information than they can master at one time.
Step 3 – TRY-OUT PERFORMANCE (CHECK)
•Have the person do the job—correct errors
•Have the person explain each Important Step
to you as they do the job again
•Have the person explain each Key Point to
you as they do the job again
•Have the person explain reasons for Key Points
to you as they do the job again
•Make sure the person understands.
Continue until you know they know.
Step 4 – FOLLOW UP (ACT)
•Put the person on their own
•Designate who the person goes to for help
•Check on the person frequently
•Encourage questions
•Taper off extra coaching and close follow-up
No. __________
JOB INSTRUCTION BREAKDOWN SHEET
Operation: ____________________________________________________
Parts: ________________________________________________________
Tools & Materials: ______________________________________________
REASONSKEY POINTSIMPORTANT STEPS
Reasons for each key point
Anything in a step that might—
1.Make or break the job
2.Injure the worker
3.Make the work easier to do, i.e.
“knack”, “trick”, special timing,
bit of special information
A logical segment of the
operation when something
happens to advance the work.
94
Important Steps A logical segment of the operation when something happens to advance the work.
Key Points Anything in a step that might—• Make or break the job• Injure the worker• Make the work easier to do, i.e. “knack”, “trick”,
special timing, bit of special information, etc.That 5 or 10% of a the hard or tricky parts of a job.
Reasons The reason for each Key Point
People learn better when they know
why they do things.
What
The JI method of breaking down a job documents the current best way to do that job
Why
How
Lean Production Simplified, p. 56,
Dennis, P. (2002).
Continuous Improvement• Three Important Features of CI:
• Improvement
• Standardization
• “Cyclic”
• Two Types of CI:• Fiat
• Organic
Kaizen’s Two Flavors:Improvement vs. Maintenance
• Improvement, like innovation, seeks to constructively dismantle the status quo.
• Maintenance (also, Problem Solving) seeks to maintain the status quo.
Organic Continuous Improvement
• Management by Means
• Improvement is executed (in alignment with the future state value stream) by individuals.
Cultural Transformation Strategy
Top Management
Middle Management
Supervisors
Workers
IMPROVEMENT
MAINTENANCE
-Gemba Kaizen
Massaki Imai
Type of Kaizen and Job Function
Clam Shell Approach
• TWI Job Instruction – Management trained, implemented from the bottom up.
• Improvement Kata – Management coached, implemented from the top down.
Conclusions
• Improvement Kaizen = Toyota Kata
• Maintenance Kaizen = TWI Job Instruction
• Improvement & Maintenance Skills are far more important for lean to
work than tools, practices and techniques,
• … because, at its core, Lean is about Continuous Improvement
Conclusions• Lean usually requires cultural transformation.
• Lean Leadership requires management by means.
• Management by Means requires an organization wide
change in mental models.
• A change in mental model requires the practice of a
new model.
• The practice of a new mental model will change the
culture.
Conclusions
• Before learning intricate schemes (formations/sets & plays), football players must first learn “blocking & tackling” fundamentals.
• Before learning intricate schemes (tools & practices), lean managers must first learn “improvement & maintenance” fundamentals.
© 2016 Texas A&M Engineering Extension Service (TEEX). All Rights Reserved.
