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The Coach (manager) asks the Five Coaching Kata Questions of the Learner, to see if the Learner is working scientifically.
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© Mike Rother TOYOTA KATA 1
Mike RotherDecember 2011
12345Coaching KataQuestions
The
© Mike Rother TOYOTA KATA 2
STRUCTURED PRACTICE TO DEVELOP NEW HABITS
The pattern of the Improvement Kata is Toyotaʼs fundamental pattern for improving, adapting and innovating. The goal is to make this pattern an autonomic habit. Think of the Improvement Kata as a "meta-habit" that can be applied to an infinite number of goals.There are several activities at Toyota where this pattern gets utilized and reinforced. These include daily management, daily problem solving, quality circles, improvement events, ʻToyota Business Practicesʼ and A3s. We found the Improvement Kata pattern being practiced with each of these activities.However, the Improvement Kata pattern is actually lodged in Toyota's people; specifically in its seasoned coaches (managers) who guide learners in repeating this way of thinking and acting. Just copyingToyotaʼs visible activities, such as A3s, without bringing along the coaching is unlikely to change much. Mindset change and skill development come from correct practice of a pattern, not just from implementing Toyota-style tools.Teams and organizations outside Toyota will require more structured routines to practice, especially for beginners. A tactic for teaching Improvement Kata thinking & acting is through daily use of the Five Questions described in this SlideShare.
© Mike Rother TOYOTA KATA 3
THE FIVE QUESTIONSARE PART OF THE COACHING KATA
There are Kata for the Learner, and Kata for the Coach
© Mike Rother TOYOTA KATA 4
You canʼt completely separate coaching from the skill thatʼs being coached. Whether in practicing music, a sport or the Improvement Kata.... The Coach and Learner have different roles but they also learn to share a way of thinking.
BUT BOTH COACH AND LEARNERREFER TO THE FIVE QUESTIONS
© Mike Rother TOYOTA KATA 5
ONE COACHING CYCLE = THE 5 QUESTIONS
------------------------------>Return to question 3
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 weHave Learned from taking that step?
The Five Questions
*Youʼll often work on the same obstacle for several PDCA cycles
Reflect on the Last Step TakenBecause you donʼt actually knowwhat the result of a step will be!
1) What did you plan as yourLast Step?
2) What did you Expect?
3) What Actually Happened?
4) What did you Learn?
The card is turnedover to reflect onthe Learnerʼs last step
The power of the Five Questions is great, when you know howto ask them and how to respond to the answers you get.Get the card at: http://tinyurl.com/katacard
© Mike Rother TOYOTA KATA 6
PURPOSE OF THE FIVE QUESTIONSThe Five Coaching Kata Questions
help the Coach see how the Learner is thinkingThe Coachʼs job is to provide corrective procedural inputs, to ensure that the Learner is proceeding (practicing) according to the scientific pattern of the Improvement Kata.However, the Coach cannot provide such input until the Learner has said or done something, which shows how the Learner is currently thinking. It works like this:
The Coach asks a
questionThe Learner responds and the Coach listens
The Coach sees how the Learner
is thinking
A focused, corrective procedural input is given if necessary (what the Learner should practice next)
© Mike Rother TOYOTA KATA 7
ITʼS THE SAME AS IN SPORTS AND MUSICThe 5Q process is analogous to a Golf coach saying, “Please swing the golf club a few times so I can see what you are doing,” or a Music teacher saying, “Please play a bit so I can see.”
However, since the Improvement Kata pattern is a mental process, the Coaching Kata Five Question approach is: “Iʼm going to ask you these questions. How you respond will help me to understand how you are thinking.”
The Coach asks a
questionThe Learner responds and the Coach listens
The Coach sees how the Learner
is thinking
A focused, corrective procedural input is given if necessary (what the Learner should practice next)
© Mike Rother TOYOTA KATA 8
THE FIVE QUESTIONS HELP THE COACH TEACHA SYSTEMATIC SCIENTIFIC WAY OF THINKING
The Coach uses the same pattern of questioningin every coaching cycle
. . ....
. . . .. ..Current
ConditionLearnerʼs
TargetCondition
Unclear Territory
Obstacles
Coaching Cycles
with the 5 Questions
5Q 5Q 5Q 5Q 5Q5Q5Q 5Q 5Q 5Q5Q 5Q 5Q
The pattern of questioning stays the same and repeats. This is the pattern the Coach is teaching.
Coach
Learner
The content and obstacles the Learner works on are situational & vary
IK-SkillTarget
Condition
© Mike Rother TOYOTA KATA 9
ASK THE FIVE QUESTIONS AT EACH STEP
CurrentCondition
TargetCondition
Learner
Coach
PDCA Cycles RecordUsed by the Learner
The Five QuestionsUsed by the Coach
© Mike Rother TOYOTA KATA 10
THE REPEATING COACHING-CYCLE PATTERNFollows the Five Coaching Kata Questions
Based on a diagram by Don Clark
1Target Condition
1Target
Condition
2Current
Condition
3Current
ObstacleNextCoachingCycle
4 & 5NextStep
Reflection :- What did you plan as your last step?- What did you expect?- What actually happened?- What did you learn?
2Current Condition
What are we striving to achieve?
Where are we actually now?Reflect on the
last step
3Current
ObstacleWhat obstacle
are wefocusing on
now?
4 & 5Next Step
What is the threshold of knowledge?
What is the next experiment?
Learner Conducts the Experiment
Testing aprediction
through action
The Five Coaching Kata Questions follow a scientific pattern of thinking and acting, and provide a structured practice routine for both the Coach and the Learner.
© Mike Rother TOYOTA KATA 11
Next coaching cycle
1) What is the target condition?
2) What is the actual condition now?
-- Flip card & reflect on the last step --
3) What obstacles do you think are preventingyou from reaching the target condition?Which *one* are you addressing now?
4) What is your next step?(next experiment) What do you expect?
5) When can we go and see what wehave learned from taking that step?
PDC
A
Frame
Next PDCA experiment
Focus
Next coaching cycle
Reflect
A COACHING CYCLE SHOULD LEADTO SOME KIND OF PDCA EXPERIMENT
The Coach guides the Learner into making a chain of PDCA cycles,where one step builds on what was learned in the last step.
In most cases the dialog of one coaching cycle should focus down toone PDCA cycle. (That PDCA cycle may be as simple as “go and see.”)
© Mike Rother TOYOTA KATA 12
PLAN
DOCHECKor Study
ACTGoandSee
PLAN
DOCHECK
ACTPLAN
DOCHECK
ACTPLAN
DOCHECK
ACTPLAN
DOCHECK
ACTPLAN
DOCHECK
ACT
And a lot of learning, improvement, adaptation, innovation and evolution comes from those micro PDCA cycles!
Shorter, rapid PDCA cycles are kicked off at Questions 4 & 5
“MACRO” AND “MICRO” PDCA CYCLESShorter PDCA cycles are nested within the larger objective
Questions 1 & 2: MACROWhat is the target condition?What is the actual condition now?
Questions 4 & 5: MICROWhat is your next step?What do you expect?When can we go and seewhat we have learnedfrom taking that step?
Illustration from Toyota Kata, page 144
© Mike Rother TOYOTA KATA 13
The “P” of PDCA is an expectation or a prediction......a hypothesis
HOW PDCA HELPS YOU LEARN AND IMPROVE
Learning happens when there is surprise...when reality differs from expectation
When a hypothesis is refuted this is in particular when we cangain new insight that helps us reach new performance levels......because a refuted hypotheses reveals your knowledge threshold
Illustration from The Team Handbook, page 3-33
The “C” of PDCA is a reflection...What are we learning from this?What do weneed to adjust?
© Mike Rother TOYOTA KATA 14
Thereʼs an invisible knowledge threshold around us. What makes it visible are comments like could be, might, I think and fractures; when something other than what we expect happens.A refuted hypothesis -- when a plan, step, belief or thought turns out to be incorrect -- is an opportunity for learning, improvement, adaptation and invention. Itʼs the learning edge.
YOUR KNOWLEDGE THRESHOLD
The threshold of knowledge is the place for your next PDCA experiment. Use the pattern of the 5 Questions to help you:A) Spot knowledge thresholdsB) Define a hypothesis (a step)
and test that hypothesisas simply and quickly aspossible
C) Learn how you need to adjust and adapt in order to reach your next target condition
© Mike Rother TOYOTA KATA 15
Predictable Zone Uncertainty / Learning Zone
NextTarget
Condition
Your Current KnowledgeThreshold
IMPROVING, ADAPTING, INNOVATINGHow will you make your kanban system work?
How will you achieve 1x1 flow?How will you achieve shorter value-stream lead time?
How will you achieve your objective?
The way forward is iterative & experimenting, aimed at a desired condition that we donʼt yet know how we will achieve
Learn to spot the knowledge threshold
We want to be here
next
Obstacles
Unclear
Territory
? ?
?
© Mike Rother TOYOTA KATA 16
THE WAY TO A GOAL IS ITERATIVE
Napkin drawing by Carl Richards
© Mike Rother TOYOTA KATA 17
EXAMPLE
Predictable Zone Uncertainty / Learning Zone
Kanbansystem between processes A & B
working as designed,by (date)
Your Current KnowledgeThreshold
TargetCondition
Spot the knowledge threshold, conduct your next PDCA experiment there and ask the Five Questions ...repeat
We know how a kanban system works,but we donʼt know what will makeyour kanban system work
Experimenting
© Mike Rother TOYOTA KATA 18
WHY YOU SHOULD TRY TO SEE THE KNOWLEDGE THRESHOLD (1)
Our unconscious responses to uncertainty are fast, automatic and emotional. They may not lead us where we want to go.
Persons who consciously acknowledge uncertainty
are more ableto influence their
responses to it
© Mike Rother TOYOTA KATA 19
WHY YOU SHOULD TRY TO SEE THE KNOWLEDGE THRESHOLD (2)
Napkin drawing by Carl Richards
© Mike Rother TOYOTA KATA 20
The Five Questions are an attempt to change that!
MOVING AWAY FROM THE MECHANISTIC VIEWThe idea that learning comes from surprise is known in science, but in business and the popular press we often miss that point
What we may think scientific is
What scientific really is
• Quantification and precision• Objective and certain• Reveals what is there Eg: We have made the right plan
• Involves uncertainty,ambiguity & incompleteness
• Never free from error• A process of discovery, via
systematic trial and error Eg: Our plan is a hypothesis
© Mike Rother TOYOTA KATA 21
COACHINGCorrective feedback
KATAStructured routine
to practice
MASTERYOvercoming
obstacles
PRACTICEDaily
3
41
2
THE FIVE QUESTIONS ARE A COACHING KATA
Four ingredients
for acquiring a skill
• They give you a form for coaching, which is aningredient for acquiring new skills
• They mirror a scientific behavior and thought patternto teach and practice so it becomes second nature
© Mike Rother TOYOTA KATA 22
YOU CAN PRACTICE SCIENTIFIC THINKINGEVERYWHERE EVERY DAY
Use the 5 Coaching Kata Questions in any team effortEvery time you do or think something, youʼre more likely to do it again. The pattern of these questions is easy to learn, and each time you think through them and apply them it can strengthen the scientific pattern of the Improvement Kata in your brainʼs wiring.
1. What are we trying to achieve?2. Where are we now?3. Whatʼs currently in our way?4. Whatʼs our next experiment,
and what do we expect?5. When can we see what weʼve
learned from taking that step?
Five Coaching Questions
© Mike Rother TOYOTA KATA 23
JUST REMEMBER WHAT KATA ARE FOR!The Improvement Kata and Coaching Kata are Practice Routines
to Develop Scientific Thinking. Theyʼre “Starter Kata.”
KataPractice To develop
foundationalskill and mindset
Beginners should follow Starter Kata exactly; not deviating from them in order to internalize and understand their patterns. But with increasing proficiency each Learner can start to develop their own style, as long as the principles remain the same.
Likewise, over time each organization can evolve the Kata it began with to better suit and mesh with its culture. The original Kata evolve into organization-specific practice routines.
© Mike Rother TOYOTA KATA 24
Best wishes for fostering moresystematic & scientific thinking
with the Five Coaching Kata Questions!
BillCostantino
MikeRother