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You have been doing agile for a few years now. With a regular cadence you have retrospectives and a lot of problems and great improvement opportunities are raised but nothing seems to really improve. Stop doing retrospectives! You should shift your focus form collecting problems and start improving! It is time to take your improvement work to a whole new level! It is time to create the habits of continuous improvement. It is time to start using Toyota Kata! Toyota Kata is two behavior patterns, or Kata:s, that is the foundation in Toyota?s continuous improvement work. In this session you will get a practical introduction to Toyota Kata. You will see how a team goes through the two Kata's and improves its way of working. Presented together with @hakanforss slideshare.net/hkanforss
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YourTitle here
Speaker NameYour title
Company Name@twitter
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Stop doing Retrospective andStart your Toyota Kata
Håkan ForssLean/Agile Coach
@hakanforss
Mattias KarlssonJava Champion, Agile Coach
@matkar
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Daily work
Delivering value
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Toyota Kata
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What is a Kata?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Create ”muscle memory”for continuous improvements
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Improvement Kata Coaching Kata
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Vision
Current Condition
Target Condition
Challenge
Target Condition
Target Condition
Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Vision
• Process focused
• Not outcome focused• Not a business or company vision
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Toyota’s Vision for ItsProduction Operations
• Zero defects• 100 percent value added• One-piece flow, in sequence, on demand• Security for people
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Go and See
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What to collect
• Data and facts, not gut feel• Process metrics• Outcome metrics
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
Our next target condition is…
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
What is a Target Condition
• Starting with the end in mind• Defining the destination
• Not the steps to get there
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Beyond the knowledge threshold
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Put a square peg in a round hole
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Setting a target condition
• Hypothesis on the journey towards the next Challenge and Vision
• Based on your business strategy and model for process improvement
• Follow the Goldilocks rule– Not too hard, Not too easy, Just Right
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Current Condition
Target Condition
Challenge
Target Condition
Target Condition
Target Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Current Condition
Challenge
Unclear
Territory
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Target Condition examples
• All work visible • Lead time 40 days (from 80 days)• Work-in-process 15 (from 20)• Deploy to production every 2 weeks• Specification by Example is used for 80% of the features
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
Plan
DoCheck
Act
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Improvements are experiments
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Hypothesis
Prediction
Experiment
Observation
Δ
Learning
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Expect at least 50% of the experiments will not give the expected result
This is when we REALLY learn!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Target Condition
Current Condition
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Target Condition
Unclear
Territory
Current Condition
P
DC
A
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Toyota Katain practice
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Vision
• Zero defects, in production• 100 percent value added• Highest value first, on demand
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Challenge
• No recurring defects• Same environment in all stages• Concept to Cash in weeks rather than months• Continuous delivery. In days rather than weeks
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Id Title StartDate EndDate LeadTime1010 Feature 1 2011-05-20 2011-05-30 101011 Feature 2 2011-05-25 2011-06-06 121012 Feature 3 2011-05-31 2011-06-12 121013 Feature 4 2011-05-31 2011-06-09 91014 Feature 5 2011-06-05 2011-06-13 81015 Feature 6 2011-05-20 2011-06-02 131016 Feature 7 2011-05-25 2011-06-06 121017 Feature 8 2011-05-31 2011-06-08 81018 Feature 9 2011-05-31 2011-06-10 101019 Feature 10 2011-06-06 2011-06-13 7
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Frontend Half the lead time 12th April
Lead time Throughput
Lead timeS = 12 daysM = 20 daysL = 40 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Frontend Half the lead time 12th April
Lead time Throughput
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
Lead timeS = 12 daysM = 20 daysL = 40 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Lead timeS = 12 daysM = 20 daysL = 40 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Frontend Half the lead time 12th April
Lead time Throughput
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
Lead timeS = 12 daysM = 20 daysL = 40 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Lead timeS = 8 daysM = 16 daysL = 36 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Frontend Half the lead time 12th April
Lead time Throughput
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Lead timeS = 12 daysM = 20 daysL = 40 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Lead timeS = 8 daysM = 16 daysL = 36 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Frontend Half the lead time 12th April
Lead time Throughput
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
Document the setup process
Frontend
26th MarchLead time
Document the setup process
We expect to understand the process better
Frontend
26th MarchLead time
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Lead timeS = 11 daysM = 19 daysL = 39 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Lead timeS = 8 daysM = 16 daysL = 36 daysEscaped defectsLevel 1: 1Level 2: 2Level 3: 0Customer satisfactionNPS: 20%
Frontend Half the lead time 12th April
Lead time Throughput
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
MPNet Development Process
Create request Business proposal Approvals Technical designReleaseplanning
Development TestRelease
managementRelease
Ma
nag
emen
tG
TS
PM
OM
ark
et
& B
DD
eve
lope
rR
ele
ase
ma
nag
erF
A
Heat ticket5 min
BRD5 h
3 days
FDD10 h
1 day
Guesstimateing4 h
Guesstimateing2 h
2 days
1 day
Approval1 h
4 days
Approval6 min
5 days
TDD4 h
7 days
Release planing2 h (8 h)
7 days
Test Case4 h
Development, documentation
and test13 h
15 days
Functional and systems test12 h(60 h)
7 days
UAT2 h
Sign-off5 min
7 days
Release to test env.
1 h (4 h)
1 dayPacketing
Clearrity ticket1,5 h
Send Approval5 min
Approval20 min
Release to prod.2 h (9 h)
ValidationStatus report
5 min
7 days
1 day
4 days
1 day
Document the setup process
Many steps are done manually even if they can be automated
We expect to understand the process better
Frontend
26th MarchLead time
Document the setup process
Many steps are done manually even if they can be automated
We expect to understand the process better
Many of the steps can be automated with small changes to the current setup process
Frontend
26th MarchLead time
Document the setup process
Many steps are done manually even if they can be automated
We expect to understand the process better
Many of the steps can be automated with small changes to the current setup process
Frontend
26th MarchLead time
Automating large parts of the test setup
Document the setup process
Many steps are done manually even if they can be automated
We expect to understand the process better
Many of the steps can be automated with small changes to the current setup process
Frontend
26th MarchLead time
Automating large parts of the test setup
Automating setup of test database
Document the setup process
Many steps are done manually even if they can be automated
We expect to understand the process better
Many of the steps can be automated with small changes to the current setup process
Frontend
26th MarchLead time
Automating large parts of the test setup
Automating setup of test database
We expect to half the setup time for the test database
Improvement Kata Coaching Kata
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Leader coaching the learners
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Coaching Kata
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
The Improvement Kata Handbook is Copyright © 2012 by Mike Rotherhttp://www-personal.umich.edu/~mrother/Materials_to_Download.html
Toyota Kata summary
Creates organization ”muscle memory”for continuous improvements
Improvements are experiments
Familiar routines, as you probe through the unknown
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Are the exactKatas important?
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Yes, but
• Having routines are more important– People should know what to expect– Adds extra security when probing through the unknown
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
Toyota KataRocks !!
Created by Håkan Forss @hakanforss http://hakanforss.wordpress.com
YourTitle here
Speaker NameYour title
Company Name@twitter
Your Logo Here
Håkan ForssLean/Agile Coach
@hakanforss
Mattias KarlssonJava Champion, Agile Coach
@matkar
Your treasure map to Toyota Kata!
http://www.lean.org/kata/http://www.slideshare.net/hkanforss/http://www.slideshare.net/mike734http://hakanforss.wordpress.com/tag/toyota-kata/
