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Lecture 5a
1.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 01 © Mike Rother / Improvement Kata Handbook TOYOTA KATA Lecture 5a: The Coaching Kata Part I C. Brandon Brown, P.E. Rev. 2.1 10/17/2016
2.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 02 The Coaching Kata is not what you may envisioned as a “regular” coaching process. Key Point #1: You must first enter the Kata realm through the position of a Learner. I’ve heard many Managers, Directors, Vice Presidents, and even C-Level people eager to deploy Kata, that when I tell them this key point, and they need to be a Learner for 20-30 PDCA cycles, respond, “I’m already a Coach…or I know how to coach. I wouldn’t be the Vice President of _____, if I didn’t know how to coach people. This is a closed mindset. One in which the individual wants to “assume” the role of 2nd coach on Day 1. Inevitably, they never fully appreciate that in order to learn or master a skill, one must experience struggle; therefore they are unwilling to put in the time it takes to develop the coaching kata skill set. A high percentage of kata deployments that start with this leadership arrogance,….FAIL! The Coaching Kata, 3 types of mindsets and 3 Key points I’ve experienced
3.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 03 The Coaching Kata is not something you can “Fake it until you make it”. Key Point #2: I have experienced very intelligent, high level managers that agree to be the Learner for 20-30 PDCA cycles and they end up “mechanically” running the storyboard, however, they delegate the PDCA to the point that they do not observe and see for themselves what happens. Failed experiments that create prediction error are not understood as real learnings, but rather incorrect execution by the process owners. This is a blinded mindset. One in which the individual has convinced themselves that only successful PDCAs were executed to their instructions, and therefore they are unable to coach other Learners through similar prediction errors and struggles to overcome obstacles. These individuals are “buying time” until they can ascend to the 1st Coach and ultimately the 2nd Coach. Inevitably, these individuals never become fully engaged and Kata is viewed as “just another failed attempt at Lean.” A high percentage of kata deployments struggle to develop coaching “muscle” The Coaching Kata, 3 types of mindsets and 3 Key points I’ve experienced
4.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 04 The Coaching Kata is only mastered once the role of the Learner, overcoming obstacles, and reaching Target Conditions is mastered”. Key Point #3: I have experienced very keen, high level managers that once I explain to them that they must agree to be the Learner for 20-30 PDCA cycles, stop me and say, “If my teams are going to be successful with deploying the IK/CK, then I want/need to be the Learner first! If I‘m not able to DO IT, then I cannot COACH and TEACH IT”. This is an open mindset. One in which the individual is willing to learn it, struggle to overcome obstacles, achieve Target Conditions and ultimately COACH and TEACH IT. These individuals have gone on to deploy some of the most effective and impactful Kata deployments I’ve ever experienced. They are able to coach other Learners through prediction errors and struggles to overcome obstacles. These Kata deployments develop coaching bench strength and coaching “muscle”, become supercharged, and go on to formally teach the principles, practices and routines internally within their organizations. The Coaching Kata, 3 types of mindsets and 3 Key points I’ve experienced TM
5.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 05 A GOOD IMPROVEMENTKATA COACH © Mike Rother / Improvement Kata Handbook Coaching Kata - Part 1 • Highly experienced in both the pattern and philosophy of the Improvement Kata (Credible) • Keen observer of people: technical and interpersonal skills • Listens more than talks • Pulls best from Learner instead of pushing knowledge into head • Frequent, specific feedback for small intervals of Learnerʼs work • Truly cares about the Learnerʼs learning • See coaching as a process of mutual development and trust List by Jeffrey Liker
6.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 6 Here are some important thoughts to keep in play at all times when coaching: • How the Learner practices the IK routines each day is of vital importance. At first you must be rigid with everything you have seen in the coaching videos, from answering the first question by pointing to the achieve by date of the Target Condition, to pointing, touching and reading from the storyboard, and using the correct present tense of the target condition process characteristics as if they have been achieved. The Learner needs structure and routine in the beginning stages. • As the IK Coach, you must have a true, vested interest in not only supporting the Learner in reaching the Target Condition, but a vested interest in the Learner’s skill development even to the point of ensuring your Learner could coach another novice learner in the IK patterns and routines. • As an IK coach, your Learner’s excitement and passion for overcoming obstacles and reaching Target Conditions and Challenges, is in your hands. A good IK Coach, is able to “read” when a Learner is discouraged over missing a Target Condition metric or has a failed PDCA, and is able to re-focus the Learner’s attention on skill development and struggle as part of the learning process. A good IK Coach knows when to allow a Learner to struggle through a PDCA or series of PDCAs, and when to step in and support, guide and instruct the Learner through the daily difficulties. As an Improvement Kata Coach, YOU have some important responsibilities!
7.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 7 The Struggle for Smarts: An NPR News Study on Cultural Learning Styles English à Japanese Struggle + Learning = 闘争 + 学習 Notice the similarities in the Japanese characters or Kanji in the middle of the translation for the English words for struggle and learning. Then listen to the NPR News audio below about “Struggle for smarts: How Eastern and Western Cultures Tackle Learning”
8.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 8 THE FIVE COACHING KATA QUESTIONS This is a Starter Kata for the Coach, shown here on the Coachʼs 5Q card 4) What did you Learn? ------------------------------> Return to question 3 The Five Questions 1) What is the Target Condition? 2) What is the Actual Condition now? --------(Turn Card Over)---------------------> 3) What Obstacles do you think are preventing you from reaching the target condition? Which *one* are you addressing now? 4) What is your Next Step? (next PDCA / experiment)What do you expect? 5) When can we go and see what we Have Learned from taking that step? *Youʼll often work on the same obstacle for several PDCA cycles Reflect on the Last Step Taken Because you donʼt actually know what the result of a step will be! 1) What did you plan as your Last Step? 2) What did you Expect? 3) What Actually Happened? The card is turned over to reflect on the Learnerʼs last step The power of the Five Questions is great, when you know how to ask them and how to respond to the answers you get. Get the card in the Appendix or at: http://tinyurl.com/katacard © Mike Rother / Improvement Kata Handbook Coaching Kata - Part 1
9.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 9 Where the Forms Go on the Storyboard
10.
KATA © 2016 The
Leadership Network® © 2016 Jidoka® 10 Do Your COACHING CYCLES at the Storyboard and as Close to the PROCESS as Feasibly Possible Learner – Points and reads from the Storyboard so as to avoid meandering conversations and ad lib answer Target Condition and focus process Challenge Statement PDCA Cycles Records 1st Coach with 5Q Card 2nd coach attends periodically, keeps a 2nd coach notebook, and gives feedback to the 1st coach Target Condition Record Current Condition Obstacle Parking Lot
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KATA © 2016 The
Leadership Network® © 2016 Jidoka® 11 How much time should my Learner and I spend on the Improvement Kata and Coaching Kata? -Coaching Kata (5 Q’s) -Do Experiment -Reflect (Learn) -Next Steps -Update Storyboard Desired Pattern of Practice 15 Min 30 Min 15 Min Coach +Learner Learner Learner Daily By Beth Carrington –KataMaters.com 10/03/2016 1 2 3 Note: It may take you a month or two to focus your practice to this time frame; More time is spent on kata early in the kata deployment, than later when you develop skill.
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Leadership Network® © 2016 Jidoka® 12 Once we have a TC established, when is the best time of day to have the Coaching Kata? • The time of day for the “regularly scheduled Coaching Kata” is an important factor for success. This is not to say that once a day is the only time to conduct the Coaching Kata. Conduct one as soon as the Learner has completed a PDCA and is ready. However, having a predetermined time to meet in front of the Learner’s storyboard is a necessity! • The best time is early in the shift and within 1-2 hours after the daily shop floor management huddle or briefing. The majority of Learners will be from your middle management, supervisory, and team leader ranks. These value adders generally have important tasks to start their shift, such as: how to handle material shortages, machine downtime, production start-up or quality issues. Within the first hour to hour and a half is a critical time for these individuals to manage and lead their teams. However, after the shift has “smoothed” out a bit, they generally have time to dedicate to improving the process and developing their people. Supervisor / Leader 1 Process 1 Team Leader 2 Process 2 Value Stream #1 1st Coach (John) 2nd Coach 1st Coach (Jane) Value Stream #2 2nd Coach Learner 2 Learner 1
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Leadership Network® © 2016 Jidoka® 13 What we are STRIVING for: A Coaching Pattern Supervisor / Leader 1 Process 1 Supervisor / Leader 2 Process 2 Supervisor / Leader 3 Process 3Value Stream #1 Learner 1 Learner 2 Learner 3 1st Coach (John) 2nd Coach Supervisor / Leader 4 Process 1 Team Leader 5 Process 2 Team Leader 6 Process 3 Learner 4 Learner 5 Learner 6 Value Stream #2 2nd Coach 1st Coach (Jane)
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Leadership Network® © 2016 Jidoka® 14 Once we have a TC established, when is the best time of day to have the Coaching Kata? • On the contrary, at mid-shift or late in the day, there is little remaining time to effectively conduct the Coaching Kata, then have the Learner execute the “Do” and “Check” of the PDCA before their shift ends. Inevitably, they wait until the next morning to attempt the “Do” and “Check”, with the greatest of intentions…..however, before the chaos settles, it is mid day and they haven’t started the “Do”! • If the “regularly scheduled Coaching Kata” time is mid- afternoon, the Learner ends up rushing the “Do” and lacks data to effectively “Check” and let the data “speak” to them. In variably, they don’t have adequate time to update the storyboard, skip obstacle identification, and more often than not, the 1st Coach arrives to an incomplete step and reflection. • In the above case, the Learner, if they have a next step, in my experience ends up picking an obstacle to fit their step. It’s kind of like trying to fit a square peg in a round hole. The step is biased and not at the Threshold of Knowledge, but aimlessly selected. Fire!....Ready….Aim! Here you know your Learner is ready for a Coaching Cycle Here you know your Learner is not ready for a Coaching Cycle ? ?
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Leadership Network® © 2016 Jidoka® 15 What is the Threshold of knowledge (TOK)? • As covered in the PDCA section of the materials for this course, the Threshold of Knowledge is that point in which the Learner has no additional information to determine a next step and starts using “trigger” words to indicate they are taking a best educated guess by saying,… “I think…”, “Maybe….”, “It could be…”, “Most of the time…”, or “On average…”, or simply “I don’t know”. • This is exactly the point Toyota wants their Learners to arrive. The Learner shouldn’t try and shy away, hide, or deny that they don’t know something. Throughout our secondary and post-secondary education and in western business environments, we are taught we must have all the answers – or – have the best plan and then execute the plan flawlessly. Why? Personal embarrassment to say “I don’t know”? Fear of failure? Exposing we actually don’t have all the answers? • The answer to all of the above is YES! That is what we have been conditioned to think, but it is not the scientific way of thinking and acting. • There is always a TOK, it is usually closer than the Learner thinks, and it is the responsibility of the 1st Coach to find it and conduct the next PDCA there! • The TOK is not the point at which the Learner and 1st coach need to debate about what is beyond it. Instead coach your Learners with clarifying questions to embrace the TOK, and determine…”What do we need to know next?” “What type of experiment should we conduct next?” “How can we measure this obstacle and know when we have overcome it?” Threshold of Knowledge (TOK)
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Leadership Network® © 2016 Jidoka® 16 Here are some important thoughts about how to use clarifying questions: • As an IK Coach, you’re trying to understand the Learner’s line of thinking and compare that to the Kata “corridor” of thinking and acting. The first, and most useful in my opinion, type of clarifying question is: • “Help me understand your line of thinking?” – or – “Help me understand what you mean by …._________?” – OR – One of the best coaching method’s I’ve experienced is when a 1st Coach restates in the coach’s own words what s/he hears (understands) what the Learner is saying. “What I hear you saying is…..__________”. This opens the door for the Learner to confirm the 1st coach’s interpretation is correct and inline with the Learner, or the Learner can restate what they are trying to communicate as their thinking. • Another clarifying question might be…”Let’s go and see right now what you are describing as the Current Condition, Target Condition, or proposed PDCA step.” In this case look for hard facts and data that result from your Go and See. • Once you have prompted the Learner for an immediate pause to the 5 Coaching Kata questions, challenge the Learner to take you to the Gemba and observe. • Observation: most Learners want to wait until someone of higher authority says they can act. Learners should be free to affect the next Target Condition and to experiment and strive to reach the Target Condition. A Few Words about Clarifying Questions and the IK/CK.
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Leadership Network® © 2016 Jidoka® 17 Phases You Will Experience as You Develop Coaching Kata Muscle TM 1. Phase 1 – As discussed previously, as an IK Coach, you will want to focus your coaching and teaching of the Improvement Kata very rigidly and stick to the card in the beginning. Your Learner is expecting the 5 Questions as a skeleton framework that you will need to coach to build muscle. Too many clarifying questions may seem challenging, intimidating and cause the Learner to deviate from the expected “script”. There will be time for these type questions in the latter two phases. Focus your IK Coaching one-on-one with the learner and not in groups. Every adult has different learning styles. According to Dr. Neil Fleming’s VARK model of learning styles1, the learning styles of adults are different than children and can be categorized as: • Visual: You learn well when aided by images, pictures, and spatial organization • Auditory: You learn well when aided by music, sound, rhythm, speaking or listening • Reading/Writing: You learn well by reading or writing the material you learn • Kinesthetic: You learn well when you can move your body, and/or use your hands and sense of touch. Writing or drawing diagrams are physical activities that can fall into this category as well. So be cognizant in understanding and learning as a coach as to how your Learner best acquires both knowledge of the IK/CK pattern and acquires skill. 1Leite, Walter L.; Svinicki, Marilla; Shi, Yuying (April 2010). "Attempted validation of the scores of the VARK: learning styles inventory with multitrait–multimethod confirmatory factor analysis models". Educational and Psychological Measurement. 70 (2): 323–339.
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Leadership Network® © 2016 Jidoka® 18 Phases You Will Experience as You Develop Coaching Kata Muscle TM 2. Phase 2 – In my experience, this phase happens around month 2-4 in your experience of functioning in the role of a 1st Coach. At this point, you have become aware and understand the meaning behind the 5 Q’s and can visualize the “funnel” of drilling down through the Target Condition, Current Condition, Reflection, and Obstacles to reach the point of the Knowledge Threshold, whereby, you reach the point of PDCA and you can ask clarifying questions to challenge the Learner so that you can determine if you are inline with the Learner’s way of thinking/and acting pattern. I often call this the “Show me your thinking” phase. You feel the freedom to deviate from the “skeleton” 5Q starter card and add “muscle and organs” to your body of questions so that the Learner begins to prepare for answering more than the 5 Q’s. You don’t deviate so far as to abandon the structure of the 5Q’s, however you merely add other ways of determining the Learners understanding of the data and the Learner begins to become aware that meaningful and measureable PDCA’s are what you are looking for as a 1st Coach. The Learner understands that their PDCA’s should be based on facts and data, and can show the trends and results of how overcoming the obstacles, will move the process metrics, which in turn are the “lever” that moves the outcome metrics closer to the Target Condition and ultimately the Challenge.
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Leadership Network® © 2016 Jidoka® 19 Phases You Will Experience as You Develop Coaching Kata Muscle TM 3. Phase 3– In my experience, this phase occurs in month 6 – 12. The 1st Coach no longer has to consciously think about the 5Q card. S/he continues to follow the structure of the card, however, they have reached a level of kata mastery, such that they flow in and out of the 5Q card as they teach and guide the Learner to independently follow the 4 steps of the Improvement Kata. At this point, the Coach can intuitively “see” the next Target Condition, and can ask appropriate and challenging questions at all of the steps of the Improvement Kata from Understanding the Direction, Grasping the Current condition, Establishing the Target Condition, and begin the first PDCA experiments. For example, the time that this level of coach can guide the Leaner to complete the following steps is exponentially faster than at phase 1: • Setting a new challenge < 1 day. • Grasping a current condition < 2 hours • Establishing the Next Target condition < 1hours • Identifying the obstacles < 1/2 hour • Begin the next step of PDCAs toward the Target Condition <1 hour
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Leadership Network® © 2016 Jidoka® 20 The target condition is that my Learner knows the CHALLENGE THE FIVE QUESTIONSUSED AT ALL STEPS OF THE IMPROVEMENTKATA PATTERN As the Learner goes through the four steps of the Improvement Kata, the Five Coaching Kata Questions stay the same. But the Target Condition changes. Planning Executing The target condition is that my Learner has grasped the CURRENT CONDITION The target condition is that my Learner has defined a TARGET CONDITION The target condition is the Target Condition COACH Target Condition Target Condition Target Condition © Mike Rother / Improvement Kata Handbook Coaching Kata - Part 1
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Leadership Network® © 2016 Jidoka® 21 Remember, The Coaching Kata is about… This Not This The purpose of coaching is to teach the Learner the Improvement Kata pattern, helping them to learn the scientific way of thinking and acting
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