3 Levels of Culture. Artifacts & Behavior

Transcription

1 3 Levels of Culture Artifacts & Behavior What we see, what a newcomer, visitor or consultant would notice (e.g., dress, organization charts, physical layout, degree and formality, logos, and mission statement. Norms & Values Underlying Assumptions What they say, What we would be told is the reason things are the way they are and should be. Company philosophy, norms and justifications. What they deeply believe in & act on Unconscious, taken for granted beliefs about the organization and its work/purpose, about people, rewards, etc.. Based on Edgar Schein, Coming to a new awareness of organizational culture, pp in J.B. Lau and A.B. Shani, Behavior in Organizations, Irwin, 1988 Toyota Kata 1

2 It Starts with Values Values Beliefs Thoughts Actions Habits Character Destiny Within this culture you must always explain not only the WHAT and HOW, but most importantly the WHY! Values, Principles Mission PS-8 Steps Thinking Outcome- #1 in Market Process gets results Individuals within a company need to see a tangible reward for their good process/thinking! Toyota Kata 2

3 What Defines a Company That Thrives Long Term? Practices Tools Principles (Visible) Management thinking and routines (Invisible) Toyota s visible tools and techniques are built upon invisible management thinking and routines. Toyota Kata 3

4 Toyota KATA Coaching Kata Improvement Kata Process Toyota Kata 4

5 What does problem solving mean? Toyota Us Focus Learn about the work system Understand the situation Stop the problem! Typical Behavior Observe and study the situation Apply only one countermeasure at a time in order to see cause and effect Hide the problem Quickly move into countermeasures Apply several countermeasures at once Toyota Kata 5

6 Reaching one target condition sets the stage for the next target condition Next Target Condition Target condition achieved with some stability Toyota Kata 6

7 A way of thinking and acting Process How is this person thinking and acting? The improvement kata is about behavior routines. Toyota Kata 7

8 Who does it? Who Impact Purpose Production operators themselves through quality circles and suggestion system Only 10% of realized improvement comes from this Training of kaizen mind and ability Identify workers to promote to team leaders Team leaders, production supervisory staff, and engineers as part of their job function 90% or realized improvement comes from this Cost reduction via improvement in productivity and quality Toyota Kata 8

9 Who does it? Production Track Engineering and Administration Track Plant Manager These people apply the improvement kata to other issues. The great majority of shop floor improvement using the improvement kata is done by these people. Superintendent Group Leader (supervisor) Team Leader Team Member (production operator) Managers (2 3 levels) Manufacturing Engineers (several levels) Toyota Kata 9

10 The Coaching Kata Mentor/Mentee Approach Mentor coach Coordinator Teacher trainer Next Target Condition Mentee student Next step Current Condition Last step Toyota Kata 10

11 The Improvement Kata and the Coaching Kata Grasp the Current (Initial) condition Establish the Next Target Condtion PDCA Toward the Target Condition Act Plan Current Condition Target Condition Check Do The 5 Questions Mentee Steps Planning Problem Solving and Adapting Mentor What do you plan to do? Why? Is he taking the right steps? What is the situation now? > Process? > Mentee? How is the mentee thinking? What is the next step? The 5 Questions What does the mentee need to learn? Toyota Kata 11

12 An A3 can help mentor/mentee interaction stay focused. A 3 Vague discussion Focused dialogue Toyota Kata 12

13 Who is doing what by when? Traditional Leadership Show me Toyota Style Leadership Goals, targets, outcome metrics Goals, targets, outcome metrics Mentor/Mentee dialogues with overlap of responsibility Target conditions and PDCA Go and See Show me The difference is here 1 obstacle at a time 1 step at a time Rapid cycles Leading with questions 1 page document/ A3 A difference, at the point where managers and the people they manage interact. Toyota Kata 13

14 A Different Challenge Not to implement or add on some new techniques, practices, or even principles To develop consistent behavior patterns across the organization Toyota Kata 14

15 * * * People consciously practice new behaviors every day Repeatedly practicing a new behavior pattern People consciously practice new behaviors every day New habits, or neural pathways, form and solidify in the mid term People consciously practice new behaviors every day Ultimately, over a long time frame, culture grows out of repeated behaviors Toyota Kata 15

16 Developing Improvement Kata Behavior in Your Organization Not this Training Doing This is where you recognize how people are thinking, what they are learning, and what they need to learn/practice But this (combined) Doing and Training The coach sees in real time where the student is and introduces appropriate adjustments. Experimenting with real processes Toyota Kata 16

17 Three factors that we can influence Priority for acting this way Process How we want people to act Urgency Student (mentee) The Improvement Kata How we teach people to act that way Coaching Toyota Kata 17