DOWNLO

AD
KATA
s
e
d
u
Incl eos
d
5 Vi

POWERPOINT
Inclu
de
s
I
SLIDES Ca K
rd

For creating your own KATA presentations

and training

Kata Slides &

Graphics
for
Your
This collection of Improvement Kata /
CoachingPresentations
Kata slides is for use by anyone.
v2.9, May
2015
You can incorporate
any
of these
PowerPoint-format slides into your own
training and presentations, and adjust
them however you like.

Also included are links to five short videos

of key points, which are useful for IK/CK
presentations and training.
We encourage you to post your best Katarelated presentations on SlideShare () and
Suggested keywords:IK,
CK,
Kata, Improvement
YouTube,
so we can
learn
from you. Kata,
If you
Toyotathe
Katakeywords listed
do,Coaching
pleaseKata,
include

A NOTE ABOUT
Kata are structured routines that you
"KATA"
practice deliberately, especially at the

beginning, so their pattern becomes a

habit and leaves you with new
abilities. Kata are a way of learning
fundamental skills that you can build
on. The word comes from the martial
arts, where Kata are used to train
combatants in fundamental moves.
But the idea of a Kata can be applied
in a much broader sense. The
Improvement Kata and Coaching Kata
are for training managers and leaders
in a new way of doing their jobs.

At first you should try to practice each

Kata exactly as described, until its
pattern becomes somewhat automatic
and habitual for you. That can take
several months of practice. When you
reach that point and have learned
through practice to understand the
"why" behind that Kata's routine, then
you can start to deviate from it by
evolving your own version or style of
the pattern... as long as its core
principles remain intact.

system should look and function. That

would be impossible since each
organization has unique
characteristics and exists in unique
conditions. Developing an
organization's managerial system is
not about copying the tools and
techniques that another organization
has come up with, which would be
jumping to solutions. You can and
should start with some alreadyexisting basics, like in sports and
music, but then it's an iterative
process of trial and adjustment.
The routines of the Improvement Kata
and Coaching Kata help you develop
and build your own 21st Century
management approach via a wellproven set of "Starter Kata" to
practice daily. They come from the
Toyota Kata research and have been
used for practice at thousands of
organizations around the world. Begin
with the Starter Kata and then, as you
gain skill and understanding, add to or
adjust them to fit your situation as 5
needed. Then youll be developing

Here are the slides

Remember... its about
you and your story! Use
these slides as some
building blocks.

PRACTICING
FOUNDATIONAL SKILLS
FOR SCIENTIFIC THINKING
Visibl
e
Less
Visibl
e

Lean tools and

techniques to
improve quality,
cost and delivery
A systematic,
scientific way of
thinking and acting
Managers as the
teachers of that
way

What we're focusing on

By Mike Rother

THE IK & CK GIVE YOU AN

EASY WAY
TO PRACTICE
SCIENTIFIC
Scientific thinking
is a
THINKING
basis
for:
Successfully
pursuing

seemingly unattainable goals

in complex systems

Enabling teams to make

decisions close to the action
+ Kata
= Problem
Solving
and maneuver
effectively

Science
The
SkillImprovement Kata &

Coaching Kata make

scientific thinking a skill
anyone can learn, by
combining a 4-Step
scientific pattern +
By Mike Rother
simple, structured

WHAT IS
SCIENTIFIC
THINKING?
Scientific thinking is the intentional coordination
of theory and
evidence, whereby we encounter new
information, interpret it and, if warranted, revise
our understanding accordingly. This pattern is in
contrast to relying on already-held beliefs to
explain causality. Scientific thinking gives us the
ability to look beyond our preconceptions and
see the world and ourselves in a truer light.
Whats important about scientific thinking is not
just whether we decide to revise beliefs based on
9
By Mike Rother
new information, but that practicing it helps us

SCIENTIF
"Let's try it
IC
and see"
THINKIN
Scientific thinking is a routine of
G between what we
intentional coordination

think will happen (theory), what actually

happens (evidence), and learning from the
difference.

What we
expect
to happen

By Mike Rother

Learning

What
actually
happened

10

5 INGREDIENTS FOR ACQUIRING

NEW
SKILLS
Brain research
is clear:
To develop new
habits you should practice new routines
and experience a progressive sense of
mastering them (which helps generate and
maintain enthusiasm). The following
ingredients help us rewire our brain to
acquire new skills and mindset.
PRACTI
KATA
CE
Structured
practice
routines
(beginner)

This is
how
you do
it

COACHI
NG
Corrective
feedback

CHALLEN
GE
A desired new
state

By Mike Rother

Daily

MASTER
Y
Overcoming
obstacles

11

WHAT ARE KATA?

They're practice routines. Kata are structured

routines to practice deliberately, especially at the
beginning, so their pattern becomes a habit and
leaves you with new abilities. Kata are for learning
fundamentals that you can build on. Kata are a way
of transferring skills and developing shared abilities
Lets
begin
practicing
it this way for a
and
mindset
in aby
team
or organization.

while

Science + Kata = Problem Solving Skill

Combining a scientific pattern with structured
practice
12
By Mike Rother
routines (Kata) develops effective problem

Exampl
e of a
Kata

Lets
begin by
practicing
it this way
for a
while.
By Mike Rother

13

WHAT KATA ARE FOR

The Improvement Kata and Coaching Kata

are Practiced to Develop Scientific Mindset
Kata
Practice

To develop
foundational
skill and
mindset

Beginners should follow Kata exactly; not deviating

from them, so the Learner can internalize the
patterns. But with increasing proficiency each
Learner can start to (within limits) develop their
own style.
Likewise, over time each organization can evolve
the Kata it began with to better suit and mesh with14
By Mike Rother
its culture. The original Kata evolve into

KATA ARE LIKE ROCKET

They help
you get started
ENGINES

KAT
A

By Mike Rother

Beginners should follow

Kata exactly; not deviating
from them, so the Learner
can internalize the patterns.
But with increasing
proficiency each Learner
can start to (within limits)
develop their own style.
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 organization15
specific practice routines.

STAGES OF KATA PRACTICE

Real life doesn't pass through such discrete

stages,
but they are a useful way to depict the
(1) FOLLOW: Start by repeating each practice
progression
routine without modification,
so you can absorb

its fundamental pattern. This

can take 1-2 months. Concentrate on how to do
the task without worrying too much about the
underlying theory.

(2) DETACH: Once you've internalized the basic

patterns you can branch out. As the patterns get
more habitual and you understand the 'why'
behind them, you'll start to adapt them.

(3) FLUENCY: At this stage your actions become

natural. You don't have to think consciously
about basics anymore, which makes you
smoother, quicker and frees brain capacity for
By Mike
Rother
handling
situational inputs. At this stage you'll 16

THE
IMPROVEMENT
KATA

The Improvement Kata is a model of the

human creative process. Its a 4-step
pattern of establishing target conditions
and then working iteratively
(scientifically) through obstacles, by
learning from them and adapting based on
what'sCOACHING
being learned.
THE

KATA
The Coaching Kata is a

pattern for managers to

follow in teaching the
Improvement Kata pattern
in daily work, so that it
becomes part of an
By Mike Rother
organization's culture.

17

QUICK DEFINITIONS
The Improvement Kata: Scientific steps
for achieving challenging goals.
The Improvement Kata is a teachable
four-step model of the scientific way of
thinking & acting.
The Improvement Kata is a set of practice
routines for learning to work scientifically
when you pursue goals in complex
systems.
The Coaching Kata: Teaching
Improvement Kata skill for achieving
challenging goals.
The Coaching Kata is a practice routine
By Mike Rother
for how to teach the Improvement Kata

18

THE FOUR STEPS OF THE

IMPROVEMENT KATA MODEL
A systematic, scientific pattern of working

Understand
the Direction
or Challenge

Grasp the
Current
Condition

Establish the
Next Target
Condition

Iterate
Toward the
Target Condition
TC

CC

Planning
Phase

Executing
Phase

The Improvement Kata model comes

from six years
of research into how Toyota manages
19
people,
By Mike Rother

THE FOUR STEPS OF THE

IMPROVEMENT KATA MODEL
A systematic, scientific pattern of working

Understand
the Direction
or Challenge

Grasp the
Current
Condition

Establish the
Next Target
Condition

Iterate
Toward the
Target Condition
TC

CC

Planning
Phase

By Mike Rother

Executing
Phase

The Improvement Kata combines

a scientific pattern with
techniques of deliberate practice
to develop problem solving skill 20

THE FOUR STEPS OF THE IMPROVEMENT

KATA PATTERN
A systematic, scientific way of working

Next
Current Obstacles Target
Condition
Condition

By Mike Rother

1
Challenge

Vision

21

THE IMPROVEMENT KATA PATTERN

A systematic, scientific way of working

Next
Current Obstacles Target
Condition
Condition

By Mike Rother

Challenge

Vision

22

THE IMPROVEMENT KATA PATTERN

Now

Next
Target

!
e
m
o
s
e
Aw

Experiments

Diagram by Tobias Leonhardt

23

THE IMPROVEMENT KATA PATTERN

e
g
n
e
l
l
a
Ch

Test!
Current
Condition

Target
Condition

24

THE IMPROVEMENT KATA

+ THE COACHING KATA
Its a methodology for developing
people
to meet challenges
Learn
er

Coach
(Manage
r)

By Mike Rother

Underst
and the
Directio
n or
Challenge

Grasp
the
Curren
t
Conditi
on

Establi
sh the
Next
Target
Conditi
on

Planning Coaching
Cycles

Iterate
Toward
the
Target
Conditio
n

Improvem
ent
Kata

Executi
ng
Coachin
g Cycles

Coaching
Kata

25

THE STEPS BUILD ON ONE ANOTHER

Each step of the Improvement Kata pattern
operates
within the context of the previous step. This
framing
effect is an integral part of effective problem
solving.
Frame
Frame
Frame
s
s the
s the
Iterate
Understand
Establish
Grasp
the Direction
or Challenge

Current
Condition

Next Target
Condition

Toward the
Target Condition
TC

CC

By Mike Rother

26

CONNECTING STRATEGY & EXECUTION

The role of Challenge in an organization

Managers develop
people by coaching
application practice of
the Improvement
Kata in the direction
of the challenge
Next
Current Obstacles Target
Condition
Condition

Execution
By Mike Rother

Leaders establish
the organizations
strategic concept
(the rallying point
or overall direction)
Challenge

Vision

Strategy
27

TERMINOLOGY

Threshold of
Knowledge

Obstacles

e tion
h
T rec
e
g
i
n
D
lle
a
Next
Ch
r
o
Target
Conditio
n
(dated)

Experiments
Current
Conditio
n

By Mike Rother

28

WHAT IT REALLY LOOKS LIKE

Challenge

Threshold of
Knowledge

Next
Target
Condition
(date)

Experiments
Current
Condition

By Mike Rother

At the current
Knowledge Threshold

29

WHAT IT REALLY LOOKS LIKE

Challenge

Threshold of
Knowledge

Next
Target
Condition
(date)

Experiments
Current
Condition

By Mike Rother

At the Current
Knowledge Threshold

30

PRACTICING WORKING SCIENTIFICALLY

STEP 1

Threshold of
Knowledge

Obstacles

e tion
h
T rec
e
g
i
n
D
lle
a
Next
Ch
r
o
Target
Conditio
n
(dated)

Experiments
Current
Conditio
n

By Mike Rother

31

PRACTICING WORKING SCIENTIFICALLY

STEP 2

Threshold of
Knowledge

Obstacles

e tion
h
T rec
e
g
i
n
D
lle
a
Next
Ch
r
o
Target
Conditio
n
(dated)

Experiments
Current
Conditio
n

By Mike Rother

32

PRACTICING WORKING SCIENTIFICALLY

STEP 3

Threshold of
Knowledge

Obstacles

e tion
h
T rec
e
g
i
n
D
lle
a
Next
Ch
r
o
Target
Conditio
n
(dated)

Experiments
Current
Conditio
n

By Mike Rother

33

PRACTICING WORKING SCIENTIFICALLY

STEP 4

Threshold of
Knowledge

Obstacles

e tion
h
T rec
e
g
i
n
D
lle
a
Next
Ch
r
o
Target
Conditio
n
(dated)

Experiments
Current
Conditio
n

By Mike Rother

34

The Improvement Kata 1.

Four steps for achieving goals

The Improvement Kata 1.

Four steps for achieving goals

Understand
the

Understand
the

Challenge

3.

Establish
Your Next

Target
Condition

2.
Grasp the

Current
Condition

Challenge

3.

T
T C
C

Establish
Your Next

Target
Condition

4. Experiments

Toward the Target Condition

Mike Rother

2.
Grasp the

Current
Condition

T
T C
C

4. Experiments

Toward the Target Condition

Mike Rother

The Improvement Kata 1.

Four steps for achieving goals

The Improvement Kata 1.

Four steps for achieving goals

Understand
the

Understand
the

Challenge

3.

Establish
Your Next

Target
Condition

2.
Grasp the

Current
Condition

Mike Rother

Challenge

3.

T
T C
C

4. Experiments

Toward the Target Condition

Establish
Your Next

Target
Condition

2.
Grasp the

Current
Condition

Mike Rother

T
T C
C

4. Experiments

Toward the Target Condition

THE TOYOTA KATA RESEARCH & APPROACH

(1) A Model

(2) Structured Practice

Routines

(3)OrganizationSpecific
Practice Routines

By Mike Rother

A representation of
something
that occurs in reality.
Models help researchers
describe, predict, test and
understand systems.
Essentially, all models are wrong,
but some are
useful. Starting
routines.
GeorgeE.P.
Box
Specific training

exercises to develop
fundamental skills and
mindset, especially at the
beginning. These help
turn concepts into
reality.
As
proficiency
increases,
(Supported
by coaching
each
organization can
routines.)
evolve the starting
practice routines into its
own practice routines, to
better fit its
circumstances and
culture.

36

THE IK PATTERN IS USED AT ALL LEVELS

The content is different, but the pattern of
thinking is the same
Iterate
Understan

Organization
Level

Establish
Grasp
Toward
d
the Next
the
the
the
Target
Target
Direction Current
Conditio Condition
Conditio
or
n
n
Challenge
(Organizations
vision and strategic
(from level
above)

objectives)

Value Stream
Level
Value Stream
Loop Level
Process
Level
By Mike Rother

PLANNI
NG

EXECUTING
37

THE IK PATTERN CONNECTS THE LEVELS

A Target Condition at one level is the Direction
for the next level
Iterate
r
Understan
ea
L
/
ch
Coa ner shi
on
i
t
a
rel ps

Organization
Level

Value Stream
Level

d
the
Direction
or
Challenge

Establish
Grasp
the Next
the
Target
Current
Conditio Condition
n

(from level
above)

Current
State
Value
Stream
Mapping

Future
State
Value
Stream
Mapping

Toward
the
Target
Conditio
n
Longer-

Cycle
Experimen
ts

Value Stream
Loop Level
Process
Level
By Mike Rother

PLANNI
NG

ShortCycle
Experimen
ts
EXECUTING
38

THE ROLE OF
VALUE STREAM MAPPING
The Future-State Map helps provide
an overarching Challenge to strive for
Frame
s
Understand

the Direction
or Challenge

Frame
s the
Grasp

Current
Condition

Frame
s the
Establish
Next Target
Condition

Iterate
Toward the
Target Condition
TC

CC

VSM Here
By Mike Rother

In what direction should

process teams improve,
using the Improvement
Kata pattern?
39

THE ROLE OF
VALUE STREAM MAPPING
This is a main intended role for VSM
Process
Team A

Process
Team B

Process
Team C

By Mike Rother

Target
Condition

Next
Target
Condition

Target
Condition

Next
Target
Condition

Target
Condition

Next
Target
Condition

Typically
a
6-month
to 3-year
time
frame
Challenge

Vision

40

VIDEO 1:
What We Know About How
People Learn
(2 minutes)

Also available on the IK/CK YouTube

Channel

41

VIDEO 2:
Practicing in Small Steps
(4 minutes)

Also available on the IK/CK YouTube

Channel

42

WHAT IS DELIBERATE
PRACTICE?
Its practice designed

specifically to improve
performance over time.

Its practice that involves

continual evaluation of your
weaknesses and targeting
specific weaknesses, rather
than repeatedly doing what
you already know how to
do.

By Mike Rother

Its practice that requires a

coach. Observation and
specific feedback on your
current performance is
critical to understanding
what to work on and
acquiring new skill.
43

A FEW SKILL-DEVELOPMENT
BASICS
Any complex performance
requires skill.
We develop new skill
through practice.
Long time-gaps between
practice sessions diminishes
the effectiveness of
practice. Daily often seems
to be a good frequency.

By Mike Rother

We are not good at selffeedback to understand

where we are deviating from
good practice and need
corrective action.
44

WHY KATA FOR

CONTINUOUS IMPROVEMENT?
Continuous means many
minds engaged in improving
their processes, and daily
cycles of experimentation.
Yet our existing work routines
rarely include improvement.
Systematically and
scientifically
improving processes is a
complex
We can learn
systematic, scientific
skill through
set we aredeliberate
not naturally
improvement
good at! of the
practice
By Mike Rother

Improvement Kata routines

45

THE IK & CK INCLUDE

PRACTICE ROUTINES
The Improvement Kata &
Coaching Kata don't just model a
way of working, they also
include structured practice
routines to make their pattern
teachable and transferrable.
This is a way to build
improvement capability into an
organization and make effective
A team or organization
thats
pursuing
empowerment
possible.
continuous improvement will do well to use
some structured practice routines -- Kata -for developing new behavior, habits and
culture, especially at the beginning.
Practical
Applicati
on

By Mike Rother

46

THERE ARE PRACTICE

ROUTINES FOR
Get them
in the STEP
online Improvement
Kata
EACH
OF
THE
Handbook*
IMPROVEMENT
KATA
The scientific
pattern of the
Improvement
Kata model is
universal

Structured
practice routines
are a way to
begin to
operationalize
the IK pattern
* http://wwwpersonal.umich.edu/~mrother/Materials_to_Download.html

By Mike Rother

47

WHAT IS FUNDAMENTAL /
CHANGEABLE?
The IK

Pattern

The behavior
model

The IK
Practice
Routines
For the Learner

The Coaching
Kata Routines
For the Coach

By Mike Rother

BASIC
PRINCIPLE

Don't
change
this

PRACTICE Then adapt

them to suit
THESE
your
organization

PRACTICE Then adapt

them to suit
THESE
your
organization

48

THE IMPROVEMENT KATA

PATTERN
Since the path to a challenging goal cannot
ISpredicted
A SCIENTIFIC
APPROACH
be
with exactness,
we have to find

that path by experimenting like a scientist.

With each insight a scientist adjusts his/her
course to take advantage of what has just
The scientific process
been learned.
helps you find the
path not by telling
you what's ahead.
It only confirms or
refutes
One trick to making effective
progress
the results
of
toward a goal is not to try
to decide the way
experiments.
forward, but to have your team iterate its
way forward by experimenting as cheaply
By Mike Rother
and rapidly as possible. This is the action of

49

THE SCIENTIFIC LEARNING

The scientific process
of acquiring knowledge
CYCLE
EVALUATE
EVALUATE
Adjust
based
the
onInterpret
evidence
what you
learn
EVIDENCE
EVIDENCE
Collectfacts
facts &
and
Collect
data
data

41
3 2

MAKE A
PREDICTION
PREDICTION
Testable
Must be
testable
ACTION
ACTION
Conduct
the it
Let's
test
experiment

and see

This cycle gives you a practical way to

reach your Target Condition, by
providing a systematic way of working
through the grey zone between here and
By Mike Rother
there.

50

THE SCIENTIFIC LEARNING

Is sometimes
CYCLEcalled

"Plan-Do-Check-Act" or "Plan-Do-StudyAct"
EVALUATE
Adjust based
on what you
learn

ACT PLA
4 1N
3 2

CHE DO
CK
EVIDENCE
(Study)
Collect facts and
data

By Mike Rother

PREDICTION
Testable

ACTION
Conduct the
experiment

51

THE CORE DYNAMIC

OF SCIENTIFIC THINKING

This is the dynamic that allows us to

reach challenging new goals through
unclear territory

What we
expect
to happen

Learning

What
actually
happened

When experimenting is done right,

small failures often provide new
insight that advance your design!
If the result confirms the hypothesis, then you've
made a measurement. If the result is contrary to the
hypothesis, then you've made a discovery."
~ Enrico Fermi
52

By Mike Rother

DO YOUR TESTS IN THE

"EXPERIMENTING ZONE"

The Target Condition is measureable and has a firm

achieve-by date. There are budget constraints and
quality & safety parameters.
Theres an effective way (Kata) of carrying out
A measureable
experiments
Current
rs
ete
m
a
r
er
y pa
Conditio
t
m
e
o
t
f
s
a
&s
rt cu
u
y
t
h
i
l
t
a
o
n Qu
ann
c
s
t
n
pl
ime
or e m
E x pe r

g
n
i
t
n
e
m
i
r
e
p
e
Ex
n
o
Z
llet
a
w
r
u
yo
no t
,
n
i
a
r
ur b
mit
o
i
l
y
t
e
e
s
g
U
A bud

Target
Condition
Using an
with
achieve-by
effective
date
means or
pattern
(Kata) for
experimentin
g

Its within these boundary conditions that we design

and conduct frequent, rapid, cheap, non-harmful,
successive experiments toward the Target Condition.
Experiments are done as cheaply, quickly and safely as
53
By Mike Rother
possible.

THERE'S A THRESHOLD OF
KNOWLEDGE
It's the point at which you have no facts
dataAND YOUR
BETWEEN or
YOU
and start guessing
Where
Limit ofGOAL
The
you
are

what you
Goal
currently
know Path isn't knowable in
le advance
plexity
tac
s
Ob s

Your
Current
Knowled
ge
Threshol
d
By Mike Rother

Com

lear
c
n
U
ry
o
t
i
r
Ter

Next
Target
Condition
(date)

Where
you
want to
be
next

54

THERE'S A THRESHOLD OF
KNOWLEDGE
It's the point at which you have no facts
dataAND YOUR
BETWEEN or
YOU
and start guessing, and it's closer than
Predictable Zone
Unpredictable
/ Learning Zone
GOAL
you
think
O

les
c
ta
bs

Current
Knowledge
Threshold

lex
Comp

it y

lear
c
n
U
or y
t
i
r
r
Te

Next
Target
Condition
We want
to be here
next

Any human endeavor involves a scientific

process of testing
and possibly adjusting. Why? Because you
never know
55
By Mike Rother

VIDEO 3:
You're in the unpredictable
Learning Zone!
(2 minutes)

Also available on the IK/CK YouTube

Channel

56

Danger Zone
Learning Zone
Appare
nt
Certain
ty

By Mike Rother

Threshol
d of
Knowled
ge

57

A CHALLENGE FOR THE COACH

Learning new skills and habits requires
an emotion of enthusiasm in the Learner

Danger Zone

Learning Zone
Apparent
Certainty

By Mike Rother

The Learner should

practice in a Learning
Zone, beyond their
current knowledge and
skill thresholds, yet
also periodically get a
feeling of progress.
In other words, the
Coach is responsible
for the Learner's
success.

58

WHAT SHOULD YOU DO AT

THE
1) Acknowledge it. (Difficult to do, until you get
THRESHOLD OF
into the habit.)
Key realization: There's always a threshold of
KNOWLEDGE?
knowledge.
Uncertainty / Learning
Conditi
2)
Stop and see further by conducting an
Zone
on
experiment.
Don't deliberate?over answers.Next
Target
Deliberate over the next experiment. ?
Condition
Now

Hey
Coac
h
By Mike Rother

(date)

Your
Where
Current
you
Knowled
want to
ge
be
There's a knowledge threshold
Thresholin every coaching cycle.
next
d

When you hit a knowledge

threshold, have the Learner
59
plan the next experiment there.

The Scientific Approach

SMALL, RAPID EXPERIMENTS
ADVANCE OUR
KNOWLEDGE
The Grey Zone
QUICKLY
Next
Current
Conditio
n

By Mike Rother

Target
Conditio
n
(date)

60

The Scientific Approach

SMALL, RAPID EXPERIMENTS
ADVANCE OUR KNOWLEDGE
QUICKLY
Next
Where
you are
now

By Mike Rother

Target
Condition
(date)

Your
Current
Knowled
ge
Threshol
d

Where
you
want to
be
next

61

VIDEO 4: Working
Iteratively
(3 minutes)

Also available on the IK/CK YouTube

Channel

62

PRACTICING THE
IMPROVEMENT KATA
TEACHES SCIENTIFIC THINKING
Use deliberate practice of
the Improvement Kata
routines in order to make
basic skills of scientific
thinking more automatic.

By Mike Rother

Those
automatic
Thats
the Kata part.
fundamentals are then a
foundation upon which all
sorts of creativity and
initiative can proliferate in
your team and organization,
to achieve what seems
63
impossible.

LEVELS OF IK/CK SKILL

To coach
the Improvement Kata,
DEVELOPMENT
managers first

need experience with applying the

Improvement Kata Now an organization

Able to EVOLVE it

Able to TEACH it
Able to DO it
AWARE of it
By Mike Rother

can evolve its own

Kata (practice routines)

Here you understand the

thinking behind the Kata
and can teach others
Skill development
begins here

Learning begins when

you start applying the
Improvement Kata yourself

Concepts alone generally

dont change anything
64

There is a
LEARNING PROGRESSION
Able to TEACH it
Able to DO it

Developi
ng
Others

Self
Developme
nt

AWARE of it

By Mike Rother

Sorry, no
way around 65it

Roles / Org Structure for

PracticingTeam
Learner's
Storyboa
rd

Coach
2nd
(Manage
Coach
r)
Coaches
Practices the
the
Coaching
Coach
Kata
By Mike Rother

Learn
er
Practices the
Improvement Kata
66

WHAT DEPLOYMENT OFTEN LOOKS

Dont try to expand LIKE
Improvment Kata practice

Scouts
study the
subject

External
Coach's
Role
(consulta
nt)
By Mike Rother

AG works toward a
series of 3 target
conditions
(does ~ 25 PDCA
cycles)
For
AG and first
on
real
processes
m
coaches
AG

practice the IK

Initial instructor &

coach
On site every ~ 2
weeks

Increasing number of
managers in the
organization who are
proficient as IK coaches

Slice 4

Slice 3
Slice 2
Slice 1 (a process, area, department,
VS Loop, etc.)
Advance Group conducts bi-weekly
reflections
2nd coach
As needed
On site every 2 - 4
weeks

Advance Group reflection and next plan

Form an "Advance
Group," i.e., which
practices first

Advance Group makes 6 or 12-month plan

eI

faster
than you can develop internal Coaching Kata
proficiency!
Phase II
Phase III

67

The Learner's
Storyboard

Start with this format

By Mike Rother

68

Focus Process:
Target Condition
Achieve by:

Challenge:
Current Condition

PDCA Cycles
Record

Obstacles Parking
Lot

Card is downloadable at:

http://wwwpersonal.umich.edu/~mrother/KATA_Files/5Q_Card.pdf

By Mike Rother

70

(Each row = one

PDCA CYCLES RECORD

Obstacle:

experiment)
Process:

Learner:
What do we expect?

What happened

Do a Coaching Cycle
Conduct the
Experiment

Date, step & metric

Coach:
What we learned

The Five Coaching Kata Questions

and
the PDCA
Cycles Record
are Cycles
used
5-Question
Coaching
Rapid PDCA
Dialog
together

Used by the
Coach

By Mike Rother

Used by the
Learner

72

ASK THE FIVE QUESTIONS AT EACH

STEP

By Mike Rother

73

VIDEO 5: Improvement Kata

A good example
of
what happens when
Case
Example
we practice a scientific way of working
a meta skill rather then just
benchmarking someone else's solutions

Also available on the IK/CK YouTube

Channel

74

By Mike Rother

75