Recorded webinar: http://slidesha.re/1l6rOQc
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As we continue to peel back the layers of the onion and uncover what's *really* at the core of The Toyota Way, we've uncovered an entirely new development need for improvement professionals and leaders alike.
The key to establishing a continuous improvement culture is creating an organization of coaches and problem-solvers. In this webinar you will learn how to transition from the traditional role of "do-er" to that of facilitator and finally, to a skilled coach. No matter where you are on the spectrum, there's something for you in this webinar.
Specifically, you will learn:
• How "doing" for others violates Toyota's core principle of respect for people.
• The difference between facilitating and coaching.
• Traits and skills you need to be an effective coach.
• How to roll out a development program across your organization to accelerate transformation.
11. We’ve Moved Beyond…
11
We’re rapidly moving toward
Problem-Based Management
To…
Problems
are Golden
Problems
are Hidden
and “Bad”
From…
12. We’ve Moved Beyond…
12
So We Need to Move From…
To…
Relying on a
small team of
experts to
solve problems
Teaching
everyone
how to solve
problems
13. Dreyfus Model of
Skill Acquisition
Stuart & Hubert Dreyfus, 1980,
University of California, Berkeley
13
Novice
Advanced
Beginner
Competent
Proficient
Expert
Adherence to strict rules;
low degrees of confidence;
high degrees of concentration
Knows when to break “the rules”;
high degrees of confidence;
operates on “auto pilot”
14. Improvement Skills Matrix – Philosophical
(draft)
14
No
Knowledge
Novice
Advanced
Beginner
Competent Proficient Expert
Not
Applicable
0 1 2 3 4 5 N/A
PDCA / PDSA
Customer value
Flow
Eight wastes
Process ownership
Value stream alignment
Supplier‐Customer relationship
Cross‐functional relationships
Monument identification
Obstacles to flow
Area of
Expertise
Category Specific Knowledge or Skill
Philosophy
Improvement principles
Process design
15. Improvement Skills Matrix – Technical (draft)
15
No
Knowledge
Novice
Advanced
Beginner
Competent Proficient Expert
Not
Applicable
0 1 2 3 4 5 N/A
Improvement Strategy Strategy deployment / hoshin kanri
A3
Toyota Kata
Value Stream Mapping
Metrics‐Based Process Mapping
5 Why's
Check sheets
Cause‐and‐effect / fishbone diagrams
Pareto charts
5S
Batch analysis / reduction
Changeover / setup reduction
Co‐location / work cells
Error‐proofing / quality‐at‐the‐source
FIFO lane pull systems
Kanban pull systems
Load leveling / heijunka
Visual management
Work balancing / takt time
Work standardization / job aids
Implementation Techniques Kaizen Events
Key performance indicators (KPI)
KPI trend analysis
Process audits
Excel
PowerPoint
Word
Visio
Mapping tools (iGrafx, etc.)
Project management
Time management
Software
Other
Area of
Expertise
Category Specific Knowledge or Skill
Technical
Problem‐Solving
Mapping Tools
Root Cause Analysis
Countermeasures
Process management
16. Improvement Skills Matrix – People
(draft)
16
No
Knowledge
Novice
Advanced
Beginner
Competent Proficient Expert
Not
Applicable
0 1 2 3 4 5 N/A
Basic psychology (Maslow, resistance, etc.)
Coaching leadership
Communication needs
Innovation / Design theory
Learning theory
Mediation skills / conflict resolution
Paradigm identification
Rewards & incentives
Socratic questions / appreciative inquiry
Working with senior leadership
Area of
Expertise
Category Specific Knowledge or Skill
People Leading Change
17. Improvement Skills Matrix – Business
(draft)
17
No
Knowledge
Novice
Advanced
Beginner
Competent Proficient Expert
Not
Applicable
0 1 2 3 4 5 N/A
Cash flow
Expense categories / amounts
Margins / profit
Revenue sources / management
Budget creation / management
Customer service
Inventory management
Opportunities
Trends
Applicable law
Industry standards
Agile / Scrum
Lean business management
Six sigma
Baldrige
ISO‐9000
Shingo
Staying current Read, attend conferences, network
Business
Finance
Operations
Sales & Marketing
Legal/Regulatory
Improvement approaches
Certification programs
Area of
Expertise
Category Specific Knowledge or Skill
18. Create a Development Plan
How to you move from one stage
to the next?
Expert help and practice.
18
19. 19
Name/
Skill
5S A3 Coach A3 Owner
Batch Size
Reduction
Changeover
Reduction
Co‐location Data Display Error‐Proofing
Alex J
Barbara K
Bill R
Bob P
Bob V
Carol D
Frank L
Gary B
Jane G
Lori M
Nancy J
Nick D
Pedro R
Sam S
Tameka T
Zack R
Lean Coach Skills Matrix
Tracking Development
Or numbering system (Dreyfus):
0 - No experience
1 - Novice
2 - Advanced beginner
3 - Competent
4 - Proficient
5 - Expert
Green – Highly proficient; can teach others
Yellow – Competent; can do with minimal or no help
Red – No experience
Or role:
Green – Coach (+ practitioner and facilitator)
Yellow – Facilitator (+ practitioner)
Red – Practitioner
20. Improvement Professional Roles
Role
Primary
Focus
# People
Involved
Outcomes
Focus
Practitioner Doing it 1 Results
Facilitator
Leading
others in
doing it
Many
Primary - results;
Secondary -
people
development
Coach
Teaching
others how
to do it
2-5
Primary - people
development;
Secondary -
results
20