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KATA: LESSONS LEARNED AT SIEMENS

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Practicing the Improvement Kata and Coaching Kata in different work environments can teach you a lot. Check out some of our application areas and the lessons we learned, which may be useful for your own Kata journey.

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  • Excellent share - especially the learnings about what did not work is valuable for anyone working on improving processes, and change in existing cultures. h/t Mike Rother for pointing the KATA-community to this presentation
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KATA: LESSONS LEARNED AT SIEMENS

  1. 1. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. siemens.com/answers Leading*by*Target*Conditions Lessons&Learned&from&Our&Practice&of&the Improvement&Kata&and&Coaching&Kata Carsten Klages,*September*2015 Siemens*Power*and*Gas,*Berlin
  2. 2. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&2 Carsten Klages Our*PRODUCT:** Low*Volume*/*High*Variation Our*PROCESSES:**Long*Cycles*/*Not*So*Repetitive Our*MARKET:** Fast,*Competitive,*Unpredictable Large*Gas*Turbines For*Power*Plants
  3. 3. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&3 Carsten Klages 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
  4. 4. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&4 Carsten Klages Our*Typical*Improvement*Kata LEARNER*STORYBOARD Current&Condition&and& Next&Target&Condition The&Higher&Level&Challenge Progress&Toward&the Next&Target&Condition& (process&metric) Experiments&of&the&Learner (PDCA&Cycles&Record)
  5. 5. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&5 Carsten Klages Our*Typical*Coaching*Cycles Coach Learner Target*7[10*minutes*/*Usually*1:1*Coaching
  6. 6. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&6 Carsten Klages .. Some*Applications*and*Obstacles* in*Our*Environment What*We*Learned*About*Kata from*Them How*I*will*present*our*Learnings
  7. 7. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&7 Carsten Klages 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.
  8. 8. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&8 Carsten Klages 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&a management&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.”
  9. 9. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&9 Carsten Klages 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.
  10. 10. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&10 Carsten Klages 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.
  11. 11. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&11 Carsten Klages 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)
  12. 12. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&12 Carsten Klages Processes*in*Upper*Management with*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.&
  13. 13. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&13 Carsten Klages 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.)
  14. 14. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&14 Carsten Klages SUMMARY: A*Growing*Range*of*Applications Environment: Easy... ...Harder Process&Cycle&Time: short long Repetitiveness: repetitive one&time&only Changeability: Immediate Slower Process&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*your range*of*applications*will*grow*with*experience
  15. 15. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&15 Carsten Klages Some*Things*We*Would*Not*Do*Again
  16. 16. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&16 Carsten Klages 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.
  17. 17. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&17 Carsten Klages We*Wouldn't*Do*Again 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.
  18. 18. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&18 Carsten Klages We*Wouldn't*Do*Again 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.
  19. 19. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&19 Carsten Klages We*Wouldn't*Do*Again 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
  20. 20. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&20 Carsten Klages We*Wouldn't*Do*Again 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”.
  21. 21. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&21 Carsten Klages We*Wouldn't*Do*Again 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).
  22. 22. Unrestricted*©*Siemens*AG*2015*All*rights*reserved. Page&22 Carsten Klages 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.

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