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Webinar: Combining Behavioral Science with Toyota Kata
Sponsored by
Lean Frontiers & Kelda Consulting
Event Summary
Edward Blackman shares Behavioral Science (Bsci) techniques to improve Toyota Kata skill acquisition and thereby also increase the adoption of Toyota Kata throughout your organization.
Event Details
Date: Tuesday, August 18, 2020 at 2:00PM - 2:30PM (EST)
Register: Lean Frontiers
Format: GoToWebinar
Recording & slide deck shared via LinkedIn within 1 week
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Edward Blackman - Global Consultant & Founder of Kelda ConsultingCombining Behavioral Science with Continuous Improvement
to create powerful business transformations
A Global Executive Leader, Conference Keynote Speaker & Author, with 20 Years in Transforming OrganizationsIndustry Experience in Manufacturing, Healthcare, Retail, IT, and InsuranceServices Provided: ● Skill Development Framework● Business Improvement Framework● IT Consulting: Agile & Scrum● Strategy Development & Deployment● Training● Interim Leadership
Illustrations of WorkVideos:
● Simplified CI● Transformation Beginnings● Skills Matrix - Developing Employee Competencies with Behavioral Science & CI● Everyday CI - Toyota Kata & Behavioral Science
Podcasts: ● Interview by Mark Graban - Combining CI with Behavioral Science ● Interview by Patrick Adams - Visualizing Your Strategy with a Mountain Map
Articles, Charts, and Presentation Decks: ● We Voted; Your IT Service is The Worst One● Escaping the Company Echo Chamber● Example Agile/CI Project Journal on ERP● Learning from Alice ● Learning Culture - CI Coaching Org Chart● The Value / Effort Grid for Prioritizing Work (backlogs, projects, ideas)● The Fluency Wheel - A Scale for Levels of Skill Proficiency
Skill = Applying “Simplified Kata”
5
Level 1: Beginner“Studied It”
Level 2: Apprentice“Performed
Successfully w/ Help from Coach”
Level 3: Independent“Performed
Successfully w/o Help from Coach”
Level 4: Coach
“Successfully Coached Others”
Level 0 - No fluency
4
3 2
1
Key: The Fluency Wheel
Level 1: Beginner“Studied It”
Level 2: Apprentice“Performed
Successfully w/ Help from Coach”
Level 3: Independent“Performed
Successfully w/o Help from Coach”
Level 4: Coach
“Successfully Coached Others”
Level 0 - No fluency
4
3 2
1
Goal Fluency Level
Level 1: Beginner“Studied It”
Level 2: Apprentice“Performed
Successfully w/ Help from Coach”
Level 3: Independent“Performed
Successfully w/o Help from Coach”
Level 4: Coach
“Successfully Coached Others”
Level 0 - No fluency
4
3 2
1
Current Fluency Level
Click here for more information on the Skills Matrix and the Fluency Wheel
Agenda
10 mins - Relevant concepts on CI, Toyota Kata, and Bsci
20 mins - How to apply Bsci to the skill acquisition of Simplified Kata to increase your skill fluency, and others
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Background on Toyota Kata
➔ Improvement Kata➔ Coaching Kata
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Credit toMike Rother
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Credit: Mike RotherEB
10Credit: Mike RotherEB
How to Develop Everyday CI Behaviors
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Application
Behavioral Science: Key Concepts
Behavioral Pinpointing
Distinction Training Procedure
Closed - Loop Learning Cycles for Feedback
Terminal Behaviors
Contextual Applications
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Reflect on Your Own Learning Experiences
Math: You likely learned addition and subtraction before multiplication and division. Algebra before Trigonometry, before Calculus
Driving: You likely learned to drive in a parking lot before driving on city streets. Does learning about the history of automobile manufacturing help you drive?
Instruments: You likely learned to play basic children’s songs before classical or modern music.
Leading: You likely led a small team before you led a large team.
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Thank you Target IT Dojo!
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Instructional Design Principles
● Start simple. Obtain fluency in repeated practice with guidance from a coach.
● Only increase complexity as fluency is obtained with simple skills.
● Only include relevant content. ○ QUESTION THE VALUE OF ALL CONTENT! Taboos not welcome.○ Does this 5 minutes of content provide value towards the goal?○ How do we know if a piece of content is providing value?
● Make the skill practice as close to the real-life applications as possible.
● Don’t confuse:○ Enjoyment (high survey evaluation scores) with learning.○ Activities (a single simulation) with learning cycles
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Behavioral Science - Distinction Training Procedure
Concept: Start with large distinctions, and as a learner successfully (correctly) distinguishes 1 stimuli from another, you increase the granularity of the distinction.
Non-Relevant Examples:
Level 1: Is this a picture of a tree or a dog?Level 2: Is this a picture of a Pine tree or a Maple tree?
Level 1: Is the sound from a piano or a guitar?Level 2: Is the sound an electric guitar or an acoustic guitar?
Relevant Examples:
Level 1: Is this the solution or the problem statement?Level 2: Is this a solution, experiment, or a counter-measure?
Level 1: Is this the cause or the solution?Level 2: Is this the root-cause or the symptom?
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Common Struggles with CI Transformations
“Leadership doesn’t get it!”
“Why aren’t leaders walking the talk?”
“We can’t get enough buy-in for CI!”
The leader is the learner. We need to stop blaming the learner!
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Persona
Meet Kya -
Kya is an IT Director for a manufacturing company.
On a daily basis, 80% of Kya’s time is spent in conference room meetings or on Zoom virtual meetings.
In 2019, for an entire week, Kya attended a type of CI training called Toyota Kata. It had fun activities, and even a simulation, but it left her wondering how to actually apply it to her daily work.
Kya is supportive of CI, but struggles with seeing the value of it in the day-to-day and getting her colleagues to try it.
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Can we first develop the skill of distinguishing:a problem from
a solution?
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Crawl - Walk - Run
Kata, Simplified
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Everyday CI
(Kata,Simplified)
1) What is your Goal?
2) What is your Actual?
3) What is the Cause of the gap between Goal and Actual?
4) What is the Plan to close the gap?
5) As a leader, how may I Help?
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Everyday CI
(but even simpler)
1) What is your Goal?
2) What is your Actual?
3) What is the Cause of the gap between Goal and Actual?
4) What is the Plan to close the gap?
5) As a leader, how may I Help?
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What is the Problem we are trying to solve?
What is the planned Solution?
Skill: Creating Good Problem Statements
Good problem statements...
➔ don’t include solutions
➔ avoid including the terms “no” and “not”
➔ preferably contain a number to aid in seeing directionality
➔ free you up to have many potential solutions, instead of only one path
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Everyday CI Applied to Your WorkEB
Question IncorrectProblem Statement
CorrectProblem Statement
What is the Problem we are trying to solve?
Staff are untrained on how to fill out our IT requirements form.
The software requirements our
internal business partners gave us on
our form are old/outdated by the time
we use them and frequently filled out
incorrectly.
Everyday CI Applied to Your WorkEB
Question IncorrectProblem Statement
CorrectProblem Statement
What is the Problem we are trying to solve?
No standard workHighly varied results from an
unpredictable process
Everyday CI Applied to Your HomeEB
Questions Incorrect Better Best(contains a metric)
What is the Problem we are trying to solve?
No electric drill Can’t hang pictures Zero holes in wall
What is the planned Solution?
Buy electric drill to make a hole in the wall to hang pictures
Optionsa) Apply a sticky hook to wallb) Put a nail or screw in wallc) Buy a drill to make a hole for a screw anchor in the wall
1 hole in wall
Everyday CI Applied to Your HomeEB
Questions Non-Example (incorrect) Example (correct)
1) What is the Goal? Installed underground sprinklers Beautiful lawn
2) What is the Actual? No underground sprinklers Dead grass everywhere
3) What is the Cause for the
gap between Goal and Actual?
Underground sprinklers were never installed
High heat, low moisture, lots of
foot traffic
4) What is the Plan to close the
Gap?
Install underground sprinklers Optionsa) Replace lawn with rocksb) Above ground sprinklersc) Plant drought tolerant trees
5) What Help do you need? Money for the sprinklers I need help choosing an option and executing it.
Everyday CI Applied to Your BusinessEB
Questions Business Example
1) What is the Goal? Ideal State = 100% visibility to identified savings
opportunities
Future State 1 = 50% by EOY 2021
2) What is the Actual? Current State = 20% visibility
3) What is the Cause for the
gap between Goal and Actual?
Multiple disparate, and incomplete systems
of record; with limited accessibility and poor reporting
4) What is the Plan to close the
Gap?
Implement a global database for spend data.Identify baseline/current savings.
5) What Help do you need? a) We need help with goal alignment between IT and theBusinessb) We need help creating an Agile structure to implementthe plan.
Q: What is the problem we are trying to solve?
A: This gap between Goal and Actual.
Persona➔ Kya learned and practiced the Simplified
Kata questions until level 3 fluency (Fluency Wheel) was achieved.
➔ Kya pulled up the IT department portfolio of projects (over 50 “official” projects for the year!).
➔ Kya tried to answer the 5 Simplified Kata questions for 1 project; and received feedback. Don’t ask “Do you understand?”; instead have the learner demonstrate!
➔ Kya completed 6 more learning cycles by practicing on more real projects.
➔ In e-v-e-r-y meeting for the rest of the day, Kya used her new skills to lead teams through conversation, increased strategic alignment, and added huge value.
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After a1 Hour Coaching Session
How Kelda Consulting Applies Behavioral Science to all of CI
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➔ Metrics: Develop group fluency with applying Delivery (lead time & cycle time) to your 6 box VSM.
➔ Metrics: Repeat the fractal pattern for Safety, Quality, Cost, and Morale
➔ Connect with First Mile & Last Mile
For example, what would Value Stream Mapping (VSM) look like if we applied these Bsci techniques to it?
➔ Workflow: Develop individual fluency with only a 6 box VSM.
➔ Workflow: Develop group fluency with a 6 box VSM.
➔ Metrics: Develop individual fluency with applying Delivery (lead time & cycle time) to your 6 box VSM.
Thank You!A recording of this conversation will be posted on LinkedIn.
Please share your feedback about the webinar on LinkedIn!
To begin your Everyday CI coaching experience and / or start your company on the journey, please don’t hesitate to reach out.
www.KeldaConsulting.com
Twitter: @ConsultingKelda
Edward Blackman
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