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TWI and Kata: Skill Patterns to Develop a Culture of Coaching

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KaiNexus
KaiNexus

A webinar presented by Oscar Roche, hosted and moderated by Mark Graban of KaiNexus. Oscar Roche will discuss how learning and developing the skills provided by the practices of Training within Industry (TWI) and Kata behaviors will develop good coaching practices while simultaneously developing the culture and actual practice of process improvement in your organization. You will learn: The basics of TWI and Kata practices How these skills directly impact an improvement culture. How the development of TWI and Kata develop coaching skills and practices. How coaching plays a key role in the developing a lean culture.

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Mark Graban Senior Advisor, KaiNexus mark@kainexus.com @markgraban TWI and Kata: Skill Patterns to Develop a Culture of Coaching Jim Huntzinger President, Lean Frontiers jim@leanfrontiers.com Oscar Roche Director - Training Within Industry Institute Australia & New Zealand oroche@twi-institute.org Presenters: Host:
Agenda & Logistics • Presentation (40 minutes) • Your Questions (10-15 minutes) –Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link will be sent via email
Training Within Industry (TWI) and Toyota Kata Skill Patterns to develop a Culture of Coaching 3 A creative partnership
A creative partnership What is “culture”? 4 The sum of peoples habits as they go about their daily work If we want an improvement culture should we start some coaching habits? … is one answer
A creative partnership When will a “Culture of Coaching” really add value in Lean? 5 Elimination of waste? People development?OR “Lean is developing people who can and will solve problems and make improvements, daily”
A creative partnership The Coach and the “Doer” 6 The Coach helps the Doer grow their capability as they learn through practice The “Doer” practices the skill/habit that delivers the result
A creative partnership 3 TWI skills + 1 extra 7 The skill of instructing – Job Instruction The skill of leading – Job Relations The skill of improving methods – Job Methods The skill of Scientific Thinking – The Improvement Kata Don’t know how; can’t do Symptom Don’t care; won’t do Physical; hard to do Random, “recreational”, stop/start improvement; not reaching goals
A creative partnership Solid principle as a base 8 The skill of instructing – Job Instruction The skill of leading – Job Relations The skill of improving methods – Job Methods The skill of Scientific Thinking – The Improvement Kata
A creative partnership TWI Job Instruction 9 The skill of instructing – Job InstructionDon’t know how; can’t do Doer 4 Get Ready Steps 1. Timetable for training (a plan) 2. Break down the job (a recipe) 3. Get everything ready 4. Arrange worksite How To Instruct 1. Prepare the worker 2. Present the task 3. Try out performance 4. Follow up Coach Points 1. Plan (timetable)? Reflection 2. JIB quality (recipe)? 3. JI delivery? 4. Next? Learn, how quickly? Identification and presentation of key points is the single most important aspect of the training process (David Meier) Knows how; can do
A creative partnership TWI Job Relations 10 The skill of leading – Job RelationsDon’t care; won’t do Doer 4 Foundations Let each worker know how he/she is doing Give credit when due Tell people in advance about changes that will affect them Make best use of each persons ability Handling a Problem Determine objective 1. Get the Facts 2. Weigh and Decide 3. Take Action 4. Check Results Coach Points 1. Most important people objective? 2. Facts now? Reflection 3. Possible actions? 4. Next? Learn, how quickly? Cares; does (engaged)
A creative partnership TWI Job Methods 11 The skill of improving methods – Job MethodsPhysical; hard to do Doer How To Improve 1. Break down the job 2. Question every detail 3. Develop the new method 4. Apply the new method Coach Points 1. Plan, why? Reflection 2. JBS quality? 6 Questions Outcomes 3. Proposal / method status 4. Next? Learn, how quickly? 6 Questions Why? What? Where When Who? How? Easy as is practical
A creative partnership The Improvement Kata 12 The skill of Scientific Thinking – The Improvement Kata Learner Learner 1. Understand the direction 2. Grasp the Current Condition 3. Establish the Next Target Condition 4. Experiment toward the Target Condition Coach Questions 1. Target Condition? 2. Actual Condition now? Reflection 3. Obstacles (to the Target Condition), which one? 4. Next Step? 5. Learn, how quickly? When we “check” we learn; we connect that learning to our Next Step Random, “recreational”, stop/start improvement; not reaching goals Goal directed experiments
A creative partnership IK and JR – The Parallels 13 Supervisor A supervisor gets results through people Production Cost SafetyQuality Maintenance Training People Job Relations “line” Coach Improvement in results happens through people Target Conditions (Learners) People Job Relations Target Conditions Target Conditions Target Conditions Target Conditions Target Conditions 4 Foundations Let each worker know how he/she is doing Give credit when due Tell people in advance about changes that will affect them Make best use of each persons ability
A creative partnership Improvement Kata and TWI overlap & integrate 14 Thanks Mike Rother The skill of leading – Job Relations Job Relations Job Methods Job Instruction Don’t know how; can’t do Don’t care; won’t do Physical; hard to do A pull system? “If people on your team don’t trust your intent it will be difficult to make progress.” (Dave Hyem, Boeing Site Director)
A creative partnership 15 Culture?
A creative partnership 16 Lean Culture? Coach + The Coach works on building skills, and knowledge, attitude and desire
A creative partnership 17 Know how; can do Care; doing (engaged) Goal directed experiments Coach Doer The end game!
A creative partnership CONTINUOUS Improvement 18 People solving problems and making improvements, daily “Oh, and by the way, look back at all the waste we eliminated!”
Other Resources KaiNexus.com/webinars Blog.KaiNexus.com
Next Webinar – September 24 http://www.kainexus.com/webinars Putting Strategy Back in Strategy Deployment
Q&A • Web: – www.kainexus.com – blog.kainexus.com – www.leanfrontiers.com • Past Webinars: – www.kainexus.com/webinars • Social media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Jim Huntzinger President, Lean Frontiers jim@leanfrontiers.com Oscar Roche Director - Training Within Industry Institute Australia & New Zealand oroche@twi-institute.org Mark Graban Senior Advisor, KaiNexus mark@kainexus.com @markgraban

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TWI and Kata: Skill Patterns to Develop a Culture of Coaching

  • 1. Mark Graban Senior Advisor, KaiNexus mark@kainexus.com @markgraban TWI and Kata: Skill Patterns to Develop a Culture of Coaching Jim Huntzinger President, Lean Frontiers jim@leanfrontiers.com Oscar Roche Director - Training Within Industry Institute Australia & New Zealand oroche@twi-institute.org Presenters: Host:
  • 2. Agenda & Logistics • Presentation (40 minutes) • Your Questions (10-15 minutes) –Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link will be sent via email
  • 3. Training Within Industry (TWI) and Toyota Kata Skill Patterns to develop a Culture of Coaching 3 A creative partnership
  • 4. A creative partnership What is “culture”? 4 The sum of peoples habits as they go about their daily work If we want an improvement culture should we start some coaching habits? … is one answer
  • 5. A creative partnership When will a “Culture of Coaching” really add value in Lean? 5 Elimination of waste? People development?OR “Lean is developing people who can and will solve problems and make improvements, daily”
  • 6. A creative partnership The Coach and the “Doer” 6 The Coach helps the Doer grow their capability as they learn through practice The “Doer” practices the skill/habit that delivers the result
  • 7. A creative partnership 3 TWI skills + 1 extra 7 The skill of instructing – Job Instruction The skill of leading – Job Relations The skill of improving methods – Job Methods The skill of Scientific Thinking – The Improvement Kata Don’t know how; can’t do Symptom Don’t care; won’t do Physical; hard to do Random, “recreational”, stop/start improvement; not reaching goals
  • 8. A creative partnership Solid principle as a base 8 The skill of instructing – Job Instruction The skill of leading – Job Relations The skill of improving methods – Job Methods The skill of Scientific Thinking – The Improvement Kata
  • 9. A creative partnership TWI Job Instruction 9 The skill of instructing – Job InstructionDon’t know how; can’t do Doer 4 Get Ready Steps 1. Timetable for training (a plan) 2. Break down the job (a recipe) 3. Get everything ready 4. Arrange worksite How To Instruct 1. Prepare the worker 2. Present the task 3. Try out performance 4. Follow up Coach Points 1. Plan (timetable)? Reflection 2. JIB quality (recipe)? 3. JI delivery? 4. Next? Learn, how quickly? Identification and presentation of key points is the single most important aspect of the training process (David Meier) Knows how; can do
  • 10. A creative partnership TWI Job Relations 10 The skill of leading – Job RelationsDon’t care; won’t do Doer 4 Foundations Let each worker know how he/she is doing Give credit when due Tell people in advance about changes that will affect them Make best use of each persons ability Handling a Problem Determine objective 1. Get the Facts 2. Weigh and Decide 3. Take Action 4. Check Results Coach Points 1. Most important people objective? 2. Facts now? Reflection 3. Possible actions? 4. Next? Learn, how quickly? Cares; does (engaged)
  • 11. A creative partnership TWI Job Methods 11 The skill of improving methods – Job MethodsPhysical; hard to do Doer How To Improve 1. Break down the job 2. Question every detail 3. Develop the new method 4. Apply the new method Coach Points 1. Plan, why? Reflection 2. JBS quality? 6 Questions Outcomes 3. Proposal / method status 4. Next? Learn, how quickly? 6 Questions Why? What? Where When Who? How? Easy as is practical
  • 12. A creative partnership The Improvement Kata 12 The skill of Scientific Thinking – The Improvement Kata Learner Learner 1. Understand the direction 2. Grasp the Current Condition 3. Establish the Next Target Condition 4. Experiment toward the Target Condition Coach Questions 1. Target Condition? 2. Actual Condition now? Reflection 3. Obstacles (to the Target Condition), which one? 4. Next Step? 5. Learn, how quickly? When we “check” we learn; we connect that learning to our Next Step Random, “recreational”, stop/start improvement; not reaching goals Goal directed experiments
  • 13. A creative partnership IK and JR – The Parallels 13 Supervisor A supervisor gets results through people Production Cost SafetyQuality Maintenance Training People Job Relations “line” Coach Improvement in results happens through people Target Conditions (Learners) People Job Relations Target Conditions Target Conditions Target Conditions Target Conditions Target Conditions 4 Foundations Let each worker know how he/she is doing Give credit when due Tell people in advance about changes that will affect them Make best use of each persons ability
  • 14. A creative partnership Improvement Kata and TWI overlap & integrate 14 Thanks Mike Rother The skill of leading – Job Relations Job Relations Job Methods Job Instruction Don’t know how; can’t do Don’t care; won’t do Physical; hard to do A pull system? “If people on your team don’t trust your intent it will be difficult to make progress.” (Dave Hyem, Boeing Site Director)
  • 16. A creative partnership 16 Lean Culture? Coach + The Coach works on building skills, and knowledge, attitude and desire
  • 17. A creative partnership 17 Know how; can do Care; doing (engaged) Goal directed experiments Coach Doer The end game!
  • 18. A creative partnership CONTINUOUS Improvement 18 People solving problems and making improvements, daily “Oh, and by the way, look back at all the waste we eliminated!”
  • 20. Next Webinar – September 24 http://www.kainexus.com/webinars Putting Strategy Back in Strategy Deployment
  • 21. Q&A • Web: – www.kainexus.com – blog.kainexus.com – www.leanfrontiers.com • Past Webinars: – www.kainexus.com/webinars • Social media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Jim Huntzinger President, Lean Frontiers jim@leanfrontiers.com Oscar Roche Director - Training Within Industry Institute Australia & New Zealand oroche@twi-institute.org Mark Graban Senior Advisor, KaiNexus mark@kainexus.com @markgraban