KATA Coaching Flashcards
In Toyota’s eyes, a company’s strength lies in the ability of what?
of each and every person to improve in the organization (make many small steps towards improvement on a daily basis)
it is more important – for the adaptivity, competitiveness and survival of a company – to have a large number of people who systematically and methodically make many small steps towards improvement on a daily basis than to have a small group that regularly performs major projects and measures
If an organization has to achieve long-term success by means of continuous improvements and evolution, it needs what?
a systematic procedure and routine, a method to channel human abilities and bring potential to light
KATA in Japan is?
guide and support everyone in the organization by laying down a specific thinking and behavior pattern to adopt with regard to perception, adaption and improvement
What is KATA?
KATA are learning routines that are consciously practiced to master new ways of thinking and acting until they become unconscious habits.
KATA is a method to make learning together a routine.
The word “kata” was derived from Japanese and means what?
a learning routine used to internalize and automate fighting techniques.
KATA is a method to bring routine into what areas?
workflows
improvement processes
leadership behavior
What do KATA routines promote?
security
quality
speed
Routines create resources for “learning by doing”
Much of what we do is habit
Our brain develops routines to make it easier for us to free capacity for “conscious” thinking and acting
How will a company be successful in the future?
Good leadership
Good employees
Good processes
Good results
Good processes are levers for?
Company success by:
available products
good marketing
interested customers
Customer satisfaction due to good results such as:
added value & benefit
quality / price
image of the brand
Managers and employees should commit themselves to what?
the design of good processes
Companies can only influence results & success through internal processes
Without fundamental changes we need to focus on what?
small potentials
At the start, the improvement potential can be achieved quickly by?
by targeting low hanging fruits
large steps (project/workshop).
As the working system’s maturity level increases, the optimization potential can only be achieved by what?
many small rapid improvement cycles (KATA)
In KATA, what is the comfort zone?
known target
known method
known route
In KATA, what is the learning zone?
known target
known method
unknown route
In KATA, what is the fear zone?
known target
unknown route
unknown method
Fear arises often when you are supposed to achieve a target and don’t know how to do it.
What is the knowledge boarder?
The knowledge border is the point at which we no longer have certainty that our ideas for improvement will work
When you reach the knowledge boarder, what assumptions should you start making?
At this point we begin to make assumptions:
„I think that …“
„Maybe it’s …“
„It should be …“
From this point on, we should no longer act in the same way as in the comfort zone, but be on the move and experiment as researchers and explorers:
Carefully, step-by-step, collect knowledge and learn from it.
What is the PDCA methodology in KATA?
Plan Do Check Act
be on the move and experiment as researchers and explorers:
Carefully, step-by-step, collect knowledge and learn from it
Employees in big organizations have forgotten how to learn and quickly end up being in which zone?
fear zone when they leave familiar terrain
We must succeed in giving every employee (process improver) the right challenges so they can develop what?
scientific behavior in conjunction with daily coaching
When you are experimenting, try not to…
think too far in advance and work interactively
concentrate on the next step because what you are learning here can influence the step after this one
What areas have the most effect to the results (in order)?
- leadership
- employees
- processes
- results
What are the knowledge boarder zones?
- comfort zone
- learning zone
- fear zone
Which of the following statements apply to the comfort zone?
- The target is known.
- The method is known.
- The route is known.
Which of the following statements apply to the learning zone?
- The target is known
- The method is known
• The route is unknown
Which of the following statements apply to the fear zone?
• The target is known
- The method is unknown
- The route is unknown
What are the three improvement cultures?
- Organizational
- Methodical
- Strategic
What is organizational improvement culture?
Process improvement by many employees instead of a few experts
What is Expert-driven conventional improvement process?
Improvement by a few experts
Employees are implementers
Learning not possible
What is Expert-driven conventional improvement process?
Improvement by many employees in the line
Employees are coached by managers
Learning by doing: mistakes are allowed
What is KATA’s goal?
KATA’s goal is to have as many employees as possible systematically deal with the further development of as many processes as possible.
What is methodical improvement culture?
Instead of a planned CIP approach try to run an experimental CIP
What is Planned CIP? aka the conventional improvement approach
algorithm-based way of working
- Assumed general conditions: Constant
- Goal achievement path: Known
- Strategy: Planning and implementing known solutions
- Control system: Cyclical monitoring of progress of activity
Problems:
• Solution does not meet the target, as processes turn out differently than planned in practice
• Learning experiences are weak as we are working with known methods/routes
What is Experimental CIP? aka Improvement KATA
heuristic way of working– enabling someone to discover or learn something for themselves
- Assumed general conditions: Variable
- Goal achievement path: Unknown
- Strategy: Small steps, PDCA loops
- Control system: Short-cyclical coaching to ensure learning process, compliance with improvement corridor
Advantage:
• Flexible adaption to process changes & permanent learning by
means of coached PDCA cycles.
The KATA is based on the finding that?
that the basic conditions change over time and one must react flexibly (short cycles in small steps in accordance with PDCA) to achieve the target condition
What is strategic improvement culture?
Focus of managers on developing employees instead of processes
What is the improvement KATA approach of strategy?
- Improvement by employee development
- Establishment of management and improvement routine
- creating a framework for intrinsic motivation
- Improvement of the employee by the manager
- Improvement of processes by the employee in the value chain
- Cascaded target derivation from the Vision
- Improvement of the leadership of the manager
What is the conventional CIP approach of strategy?
- process improvement carried out by experts
- Planning & control
- Extrinsic motivation
Measuring the results of improvement
How is KATA carried out?
Optimization by “experts” in regular workshops
Optimization by everyone every day
What are the issues with the optimization by “experts” in regular workshops?
Potential of improvement and innovative strength are wasted and kept at a low level.
Why is optimization by everyone every day the best design and sustainably improve processes?
Potential of improvement and innovative strength take full effect and are
continuously extended
• Employees are the best specialists in their work processes and the usual
problems, but often have no time & experience for the CIP
• Experienced released employees can improve work processes & tools for
their colleagues if they are qualified and trained to do so
Sustainable process improvement requires what?
released employees and the development of CIP routines by their managers
Employees in the process take which tasks during the introduction of learning routines?
Employees in the process:
“Can I work according to standard?”
• Works cyclically, according to standard.
• Their task is to try to provide the required service in the required time and
quality.
• Since he works productively, he has no time for improvement.
• However, he has the responsibility to uncover errors and weaknesses in the
process immediately and in as much detail as possible and to report them to the
process improver.