KATA: LESSONS LEARNED AT SIEMENS

Unrestricted*©*Siemens*AG*2015*All*rights*reserved. siemens.com/answers

Leading*by*Target*ConditionsLessons&Learned&from&Our&Practice&of&theImprovement&Kata&and&Coaching&Kata

Carsten Klages,*September*2015Siemens*Power*and*Gas,*Berlin

Unrestricted*©*Siemens*AG*2015*All*rights*reserved.

Page&2 CarstenKlages

Our*PRODUCT:* * Low*Volume*/*High*VariationOur*PROCESSES:* *Long*Cycles*/*Not*So*RepetitiveOur*MARKET:* * Fast,*Competitive,*Unpredictable

Large*Gas*Turbines For*Power*Plants



Part*of*Our*Leadership*Framework

Coaching<Cascade&

Agile&Learning&in&the&entire&organization…*

Target&deployment

Strategy&

Challenges

Next&target&condition

…with&continuously&striving&for&challenges&towards&market&needs…&

Operational&Management

KPI1

KPI2

KPI3

…based&on&transparent&processes&with&highly&responsive&management…

Solve*Problems*/*Innovate*fast

React*fast Align*Organisation

"Agile*Learning"• many&small&scientific&PDCA&cycles&at&

high&frequency

• in&all&functions&of&the&organization,on&all&organizational&levels&

• as&part&of&daily&business

• focused&on&the&right&themes&and&goals

Kata*=*Our*Key*Enabler



Our*Typical*Improvement*Kata

LEARNER*STORYBOARD

Current&Condition&and&Next&Target&Condition

The&Higher&Level&Challenge

Progress&Toward&theNext&Target&Condition&(process&metric)

Experiments&of&the&Learner(PDCA&Cycles&Record)



Our*Typical*Coaching*Cycles

Coach Learner

Target*7[10*minutes*/*Usually*1:1*Coaching



..

Some*Applications*and*Obstacles*in*Our*Environment

What*We*Learned*About*Katafrom*Them

How*I*will*present*our*Learnings



Shared*Processes

Area: Quality&Assurance

Process: Incoming&Inspection&CMM

Target:* Reduce&Lead&Time(10&Days&! 3&Days)

OBSTACLE:*Shared&Process(Incoming&Inspections/In&Line&Inspections).&The&process&is&often&not&available.

KATA*LEARNING:Focused&work&on&one&Target&Condition&alone&may&not&be&possible.&Migrate&to&additional&processes&organically&as&needs&indicate.



Office*Processes

Function:Controlling

Process: Leveling&the&Workload

Target:* Reduce&Overtime(XXX&! 0&h)

APPLICATION:*This&is&an&office&process&with&high&variation&of&work&load&and&work&content&depending&on&the&season.&

KATA*LEARNING: In&practicing&Kata&in&amanagement&process,&the&storyboard&can&take&the&form&of&a&Shopfloor Management&Board.

Department*Head*Controlling:

“The*Improvement*Kata*and*Coaching*Kata*keep*us*on*track*and*solving*problems*that*can't*otherwise*be*solved.”



Creating*a*New*Process

Function:Department&Head&< Assembly

Process: Track&Productive&Hours&in&detail

Target:* Increase&Productivity(XXX&! XXX)

APPLICATION:*Design&a&new&tracking&process from&scratch&that&covers&the&department’s&entire&leadership&chain(department&head,&group&leads,&team&leads).

KATA*LEARNING:Kata&works&here&too.&You&can&apply&the&Improvement&Kata&pattern&to&just&about&any&process.



Project*Management(Eg:*Building*a*System*for*Preventative*Maintenance)

Function:Maintenance&+&Manufacturing

Process: Build&a&Preventive&Maintenance&System

Target:* Reduce&Production&Lead&Time,Reduce&Maintenance&Effort&(XXX&! XXX)

APPLICATION:*Project&setup&with&milestones&requiring&close&collaboration&between&Maintenance&and&Manufacturing.

KATA*LEARNING: In&practicing&Kata&for&Project&Management&(non<repetitive&process&with&collaboration&&&milestones)group*coaching seems&more&effective&than&1:1&coaching.



Project*Management(Eg:*Building*a*System*for*Preventative*Maintenance)

High&Level&Target&Condition(owned&by&Coach)

Lower&Level&Target&Conditions(owned&by&Learners)

Project&Timeline(managed&daily)

Daily&Coaching&Cascade(group&coaching)



Processes*in*Upper*Managementwith*Long*Cycle*Time*

Area: Entire&Production&Site

Process: Policy&Deployment&Process&(Hoshin Kanri)

Target:* Reduce&Lead&Time,&Reduce&Cost&(XXX&! XXX)&

OBSTACLE:*Process&Cycle&Time&1&year.&Loops&of&interacting&processes (Target&Deployment&� Improvement&Process&�Value&Adding&Process)

KATA*LEARNING:Kata&works&with&processes&with&long&cycle&times and&it's&fine&if&a&Target&Condition&is&at&a&high&management&level&comprising&multiple&interacting&processes.&



Factory*Design

Function:Factory&Design

Process: Design&a&New&Factory&from&Scratch

Target:* Reduce&Leadtime(XXX&! XXX)

APPLICATION:*Cross&functional&teams&that&design&a&new&factory as&part&of&their&daily&business.&

KATA*LEARNING:Kata&thinking&works&here&too,&even&involving&several&teams.&Design&project&as&part&of&daily&work&(2&hours&per&day,&high&frequency&experiments,&etc.)



SUMMARY:A*Growing*Range*of*Applications

Environment: Easy... ...Harder

Process&Cycle&Time: short long

Repetitiveness: repetitive one&time&only

Changeability: Immediate SlowerProcess&Feedback Process&Feedback

Type&of&Process: Value&Adding Office&/&Mgmt.

Type&of&Change: Evolution Innovation

#&Learners&per&Coach: 1 Many

Kata*practice*is*universal,*and*yourrange*of*applications*will*grow*with*experience



Some*Things*We*Would*Not*Do*Again



We*Wouldn't*Do*Again

Teach*a*Lot*of*Theory

• It*consumes* time.

• It*scares*people*off.

• Most*of*it*is*true*but*useless.

• Good*scientific*thinking*should*be*simple.




Formalize*Too*Much

• Strict*"Kata"*form*makes*Learning*easier*at*the*start,*but*also*limits*the*range*of*application.

Don’t*change*the*practice*routines*before*you've*really*understood* IK*&*CK!**However,*if*we*don’t*adapt*Kata*to*our*environment,* it*will*not*make*sense*in*our*environment.

• Make*sure*the*fundamentals* come*across*100%,*but*then*let*your*competent[level* practitioners*adapt*it.




Start*Bottom*Up

• Kata*is*for*Leaders!

• It*gets*hard*to*involve*Leadership* if*Kata*is*mistakenly*perceived*as*a*process*optimization*tool instead*of*a*skill[development*process.

• Bottom*up*alone*has*a*hard*time*surviving.




Work*compartmentalised

• We*took*the*guidebook*Starter*Kata*with*their*local*1:1*coaching*approach*very*literally.

• Thus,*it*was*hard*for*us*to*be*successful*whenever*there*were*interfaces*(some*of*them*as*simple*as*shift*handovers*in*manufacturing)

• The*true*potential*seems*to*come*out*when*we*manage*to*apply*coaching*to*teams,*preferably*cross*functional* teams




Limit*Others*with*Our*Ideas

• An*associate*in*Engineering,*who*did*not*know*that*we*want*five*coaching*cycles per*week,*is*doing*32*coaching*cycles per*week (and*aiming*for*40).

• A*foreman*in*Manufacturing*started*coaching*groups*with*outstanding* results,*but*told*everybody*else*“not*to*try*this,”*as*it*“isn’t*standard*procedure”.




Make*Kata*a*Religion

• Kata*itself*is*neutral*/*universal.*It*can*be*applied*in*any*direction*(even*“wrong”*directions).

• Don't*try*to*invent*everything*new*using*Kata:*Sometimes*Kanban,*Lean*Project*Management,*Scrum*or*other*“solutions”*simply*do*the*better*job.

• Know*and*appreciate*what*else*is*going*on*in*the*Lean*world*(for*instance*Lean*Startup).



Disclaimer

This&document&contains&forward<looking&statements&and&information&– that&is,&statements&related&to&future,&not&past,&events.&These&statements&may&be&identified&either&orally&or&in&writing&by&words&as&“expects”,&“anticipates”,&“intends”,&“plans”,&“believes”,&“seeks”,&“estimates”,&“will”&or&words&of&similar&meaning.&Such&statements&are&based&on&our&current&expectations&and&certain&assumptions,&and&are,&therefore,&subject&to&certain&risks&and&uncertainties.&A&variety&of&factors,&many&of&which&are&beyond&Siemens’&control,&affect&its&operations,&performance,&business&strategy&and&results&and&could&cause&the&actual&results,&performance&or&achievements&of&Siemens&worldwide&to&be&materially&different&from&any&future&results,&performance&or&achievements&that&may&be&expressed&or&implied&by&such&forward<looking&statements.&For&us,&particular&uncertainties&arise,&among&others,&from&changes&in&general&economic&and&business&conditions,&changes&in&currency&exchange&rates&and&interest&rates,&introduction&of&competing&products&or&technologies&by&other&companies,&lack&of&acceptance&of&new&products&or&services&by&customers&targeted&by&Siemens&worldwide,&changes&in&business&strategy&and&various&other&factors.&More&detailed&information&about&certain&of&these&factors&is&contained&in&Siemens’&filings&with&the&SEC,&which&are&available&on&the&Siemens&website,&www.siemens.com and&on&the&SEC’s&website,&www.sec.gov.&Should&one&or&more&of&these&risks&or&uncertainties&materialize,&or&should&underlying&assumptions&prove&incorrect,&actual&results&may&vary&materially&from&those&described&in&the&relevant&forward<looking&statement&as&anticipated,&believed,&estimated,&expected,&intended,&planned&or&projected.&Siemens&does&not&intend&or&assume&any&obligation&to&update&or&revise&these&forward<looking&statements&in&light&of&developments&which&differ&from&those&anticipated.

Trademarks&mentioned in&this document are the property of Siemens&AG,&it's affiliates or their respective owners.

Leadership & Management

KATA: LESSONS LEARNED AT SIEMENS