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Semelhante a Activate Your Team (11)
Activate Your Team
- 1. With:
Gerd Aulinger
Barb Bouché
Bill Costantino
Mike Rother
Beth Carrington
Håkan Forss
..
Five Questions to
Activate Your Team
© Mike Rother & Bill Costantino TOYOTA KATA
- 2. THE
IMPORTANCE
OF
GOAL‐DIRECTED
THINKING
AND
ACTING
We
have
only
limited
/me
in
each
workday
to
make
improvements,
and
your
compe/tors
are
right
behind
you.
If
you’re
going
to
ini/ate
improvement
ac/vity,
ensure
people
are
working
on
those
things
they
need
to
work
on
to
achieve
important
goals.
© Mike Rother & Bill Costantino TOYOTA KATA
2
- 3. This
is
also
important
because
if
you
want
your
teams
to
be
engaged
when
they
work
on
improvement
they
should
be
working
on
something
meaningful…
…
not
only
random
wastes
or
problems
somebody
spo@ed
on
a
waste
walk.
© Mike Rother & Bill Costantino TOYOTA KATA
3
- 6. We
quickly
idenJfy
a
list
of
random
wastes
“Wastes
we
can
easily
see”
• Lengthy
changeovers
• Walking
• Too
many
operators
• Part
shortages
• Poor
cell
layout
• Poor
parts
presenta/on
• Operators
not
trained
• Machine
down/me
• No
standardized
work
• Poor
Housekeeping
• Inventory
© Mike Rother & Bill Costantino TOYOTA KATA
6
- 7. The
aHermath...
We
invest
valuable
Jme
and
resources
trying
to
eliminate
these
wastes
OK...
as
the
VP
suggested
on
his
waste
walk,
how
do
we
change
this
over
in
half
the
/me?
CI
Area
Manager
Manager
© Mike Rother & Bill Costantino TOYOTA KATA
7
- 8. But
they
may
not
be
what
we
need
to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
on
his
waste
walk,
how
do
we
change
this
over
in
half
the
/me?
CI
Area
Manager
Manager
© Mike Rother & Bill Costantino TOYOTA KATA
8
- 9. But
they
may
not
be
what
we
need
to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
Well,
we
have
a
on
his
waste
walk,
how
future‐state
map…
do
we
change
this
over
in
half
the
/me?
CI
Area
Manager
Manager
© Mike Rother & Bill Costantino TOYOTA KATA
9
- 10. But
they
may
not
be
what
we
need
to
focus
on
to
meet
our
goals
OK...
as
the
VP
suggested
Well,
we
have
a
…and
our
current
on
his
waste
walk,
how
future‐state
map…
focus
has
been
a
new
do
we
change
this
over
in
scheduling
pa@ern
half
the
/me?
for
this
process.
CI
Area
Manager
Manager
© Mike Rother & Bill Costantino TOYOTA KATA
10
- 11. The
Waste
Walk
approach
is
undisciplined
and
arbitrary,
based
on
whatever
a
person’s
perspec/ve
happens
to
be
at
that
moment.
Beth
“I
see
too
much
walking!”
“I
see
a
lack
of
visual
controls”
Carrington
“I
just
no9ced
this
abnormality”
“Let's
ask
the
operators
what
they
think”
“We
should
do
8‐step
problem
“Let's
implement
solving
on
that”
what
I
saw
on
a
benchmarking
trip”
“I
see
this
problem.
Let's
fix
it.”
“I
see
a
devia9on
in
Step
4”
“I
see
too
much
rework”
© Mike Rother & Bill Costantino TOYOTA KATA
11
- 12. The
Waste
Walk
approach
is
undisciplined
and
arbitrary,
based
on
whatever
a
person’s
perspec/ve
happens
to
be
at
that
moment.
“I
see
too
much
walking!”
“I
see
a
lack
of
visual
controls”
“I
just
no9ced
this
abnormality”
“Let's
ask
the
operators
what
they
think”
“We
should
do
8‐step
problem
“Let's
implement
solving
on
that”
what
I
saw
on
a
benchmarking
trip”
“I
see
this
problem.
Let's
fix
it.”
“I
see
a
devia9on
I
agree.
As
we
look
around
in
Step
4”
each
of
us
is
naturally
biased
in
what
we
see
and
view
as
Barb
Bouché
“I
see
too
much
rework”
important.
© Mike Rother & Bill Costantino TOYOTA KATA
12
- 13. We're
unlikely
to
beat
the
compe//on
this
way.
I
know
troubleshoo/ng
is
necessary
(things
happen!).
BE
CAREFUL
though,
waste
hunts
or
troubleshoo/ng
are
not
an
improvement
process.
© Mike Rother & Bill Costantino TOYOTA KATA
13
- 14. We're
unlikely
to
beat
the
compe//on
this
way.
I
know
troubleshoo/ng
is
necessary
(things
happen!).
BE
CAREFUL
though,
waste
hunts
or
troubleshoo/ng
are
not
an
improvement
process.
Yeah,
PDCA
without
a
target
condi/on
is
like
trying
to
learn
from
randomness!
© Mike Rother & Bill Costantino TOYOTA KATA
14
- 16. The
Improvement
Kata
is
different.
It
involves
SystemaJc
Striving
toward
a
defined
Target
CondiJon.
Not
just
iden/fying
and
addressing
individual
improvement
opportuni/es.
Gerd
The
difference
is
drama/c!
Aulinger
© Mike Rother & Bill Costantino TOYOTA KATA
16
- 18. No/ce
the
difference
this
creates
for
your
team.
Blame
Lists of Target
Judgments countermeasures Condition
Opinions
Voting
What can we do? What do we need to do?
Prac/cing
the
pa@ern
of
the
Improvement
Kata
teaches
a
team
how
to
conduct
a
systema/c
and
scien/fic
improvement
process.
© Mike Rother & Bill Costantino TOYOTA KATA
18
- 21. MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
Ask
these
Five
Ques/ons
whenever
your
team
meets.
Five Basic TK Questions The
target
condi/on
1. What are we trying to achieve?
2. Where are we now?
3. What obstacle is now in our way?
4. What!s our next step, and
what do we expect?
5. When can we see what we!ve
learned from taking that step?
© Mike Rother & Bill Costantino TOYOTA KATA
21
- 22. MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
Ask
these
Five
Ques/ons
whenever
your
team
meets.
Five Basic TK Questions The
target
condi/on
1. What are we trying to achieve?
That's
a
2. Where are we now? kata
to
prac2ce
3. What obstacle is now in our way?
4. What!s our next step, and
what do we expect?
5. When can we see what we!ve
learned from taking that step?
© Mike Rother & Bill Costantino TOYOTA KATA
22
- 23. MOBILIZE
YOUR
TEAM
MORE
SYSTEMATICALLY
Ask
these
Five
Ques/ons
whenever
your
team
meets.
Five Basic TK Questions The
target
condi/on
1. What are we trying to achieve?
That's
a
2. Where are we now? kata
to
prac2ce
3. What obstacle is now in our way?
4. What!s our next step, and
what do we expect?
5. When can we see what we!ve
learned from taking that step?
Whoa,
Baby!!
When
asked
in
this
order
every
day
these
ques/ons
create
forward
mo2on!
© Mike Rother & Bill Costantino TOYOTA KATA
23
- 24. START
TODAY
Add
structure
and
focus
Keep
the
Five
Ques/ons
in
mind.
Five Basic TK Questions
1. What are we trying to achieve?
2. Where are we now?
3. What obstacle is now in our way?
4. What!s our next step, and
what do we expect?
5. When can we see what we!ve
learned from taking that step?
© Mike Rother & Bill Costantino TOYOTA KATA
24
- 25. START
TODAY
Add
structure
and
focus
Keep
the
Five
Ques/ons
in
mind.
Try
it
and
see.
Five Basic TK Questions
1. What are we trying to achieve?
2. Where are we now?
3. What obstacle is now in our way?
4. What!s our next step, and
what do we expect?
5. When can we see what we!ve
learned from taking that step?
Hmm…
I'll
ask
the
5
QuesJons
© Mike Rother & Bill Costantino TOYOTA KATA
25
- 26. START
TODAY
Add
structure
and
focus
Keep
the
Five
Ques/ons
in
mind.
Try
it
and
see.
Five Basic TK Questions
1. What are we trying to achieve?
2. Where are we now?
3. What obstacle is now in our way?
4. What!s our next step, and
what do we expect?
5. When can we see what we!ve
learned from taking that step?
Hmm…
I'll
ask
the
5
QuesJons
It
may
change
how
you
and
your
team
think
© Mike Rother & Bill Costantino TOYOTA KATA
26
- 27. Five Basic TK Questions
1. What are we trying to achieve?
2. Where are we now?
3. What obstacle is now in our way?
4. What!s our next step, and
what do we expect?
5. When can we see what we!ve
learned from taking that step?
On
the
next
page
is
a
template
of
quesJon
cards.
Download
it
and
print
it
on
card
stock.
Take
a
quesJon
card
along
whenever
you
go
to
a
meeJng,
huddle,
Jer
meeJng
or
gemba
walk.
Go
through
the
Five
QuesJons
‐‐
in
order
‐‐
during
the
meeJng,
either
as
a
group
or
to
yourself.
The
template
is
also
downloadable
on
the
Lean
Enterprise
Ins/tute
Improvement
Kata
&
Coaching
Kata
webpage
© Mike Rother & Bill Costantino TOYOTA KATA
27
- 28. 5 Questions for Every Meeting 5 Questions for Every Meeting
1. What are we trying to achieve? 1. What are we trying to achieve?
2. Where are we now? 2. Where are we now?
3. What obstacle is now in our way? 3. What obstacle is now in our way?
4. What!s our next step, and 4. What!s our next step, and
what do we expect? what do we expect?
5. When can we see what we!ve 5. When can we see what we!ve
learned from taking that step? learned from taking that step?
5 Questions for Every Meeting 5 Questions for Every Meeting
1. What are we trying to achieve? 1. What are we trying to achieve?
2. Where are we now? 2. Where are we now?
3. What obstacle is now in our way? 3. What obstacle is now in our way?
4. What!s our next step, and 4. What!s our next step, and
what do we expect? what do we expect?
5. When can we see what we!ve 5. When can we see what we!ve
learned from taking that step? learned from taking that step?
© Mike Rother & Bill Costantino TOYOTA KATA
28
- 30. DEVELOP
NEW
HABITS…
…
TO
SEE
NEW
RESULTS!
“To
get
what
you’ve
never
had,
you
must
do
what
you’ve
never
done.”
~
Author
unknown
© Mike Rother & Bill Costantino TOYOTA KATA
30