lean conference 2014 inagaki
DESCRIPTION
Translation of a speech given at Lean Conference 2014 in Tokyo on Jan 28, 2014 by Kimio Inagaki titled ' Toyota Kata and Lean Product development'TRANSCRIPT
Toyota Kataand
Lean Product Development
Kimio Inagaki
Theme
What is Lean Product What is Lean Product DevelopmentDevelopment
What is Lean Product What is Lean Product DevelopmentDevelopment2013
What is Toyota KataWhat is Toyota KataWhat is Toyota KataWhat is Toyota Kata
How can TK be applied to LPDHow can TK be applied to LPDHow can TK be applied to LPDHow can TK be applied to LPD
2014
History of Lean seen in Books
200720 041996
2007 20122007
2009
2003 2011 2013
Lean Product Development
Fundamental Problem
Delay decision making
Don’t decide until problems solved
Solve Problems EarlySolve Problems Fast
Solving Problems Early - When?
ConceptualDesign
Detailed design
Production Preparation
Problems to be Solved Objective
Technical Capability
Knowledge
Gap
Success Assured( Problems Solved )
Solve Problems by PDCA CyclesCustomerCustomerValueValue
CustomerCustomerValueValue
TechTechCapabilityCapability
TechTechCapabilityCapability
BusinessBusinessObjectiveObjectiveBusinessBusinessObjectiveObjective
構想設計で効率的に問題解決する方法
問題発見
ポイントベース開発
セットベース開発
構想設計 詳細設計
問題解決完了
問題解決
問題解決
構想設計 詳細設計
Reasons for Point Based Design
IdeasSolutio
n
Knowledge Gap Analysis
Can we satisfy requirement?Is there evidence?
Clarify what we don’t knowFinding that out is top priorityBasis of task management in
fuzzy front end
Acquired by Evolution
Intolerance for Uncertainty
Most Important Knowledge in Front End
• Causal diagram
• Tradeoff curve
Golf driver
DistanceDistanceDistanceDistance
ForegivenForegivenessess
ForegivenForegivenessess
エネルギーエネルギー移転移転
エネルギーエネルギー移転移転
球速球速球速球速
回転数回転数回転数回転数
打球打球方向方向打球打球方向方向
仰角仰角仰角仰角
ロフトロフトロフトロフト
慣性モーメント慣性モーメント慣性モーメント慣性モーメント
Club Club speedspeedClub Club speedspeed
ヘッド軌跡ヘッド軌跡ヘッド軌跡ヘッド軌跡
HeadHeadwtwt
HeadHeadwtwt
Foregiveness
Head wt
Distance
Head wt
How to solve problems faster -1
Our products are different, Our products are different, we have to build the whole we have to build the whole product to gain knowledge.product to gain knowledge.
Our products are different, Our products are different, we have to build the whole we have to build the whole product to gain knowledge.product to gain knowledge.
Create knowledge in small batchFast Learning Cycle
Look
Ask
Discuss Model
Act LAMDACycle
?
Cheap and Fast Learning
The Wright Brother’s CreativityThey were creative because they
didn't have money
Get Set Based Knowledge
• Get knowledge fast and cheaply
• Explore wide design space
• Point to line to surface
Setup cost
Test cost
Design parameter
TradeoffCurve
How to solve problems faster -(2)
Don’t solve problems
Reuse knowledgeof past problem
solving あらゆる知識をA3形式で共有
Obstacles to LPD introduction
We don’t have time
Product development is stretched to limit
LPD will delay projects
Fear of unknownResistance to
change
Toyota Kata
Management Philosophy
• Most companiesMake good product for customers
It’s not the strong but those who change that survive
• ToyotaSurvive long term by improving and evolving capabilities to make products for customers
How can we adapt to change?
Few peopleSometimes
Make big changesOn a whim
ManyAlways
Keep makingsmall changessystematically
<
How can we keep changing
Change Mindset↓
Change Culture↓
Change Behaior↓
Constant change
Kata↓
Change behavior↓
Constant change↓
Change mindset↓
Change culture
New neuron circuit
RepeatPattern
Toyota Kata
Improvement Kata Coaching Kata
Improvement Kata
現状現状現状現状
ターゲットターゲット状態状態
ターゲットターゲット状態状態
Two thinking modes
Problem Solving Mode• Don’t know path
Unknown
Unknown
Territory
Territory
Unknown
Unknown
Territory
Territory
WhereWhere
WeWe
AreAreWhereWhere
WeWe
AreAre
WhereWhere
we we
wantwant
totogogo
WhereWhere
we we
wantwant
totogogo
Implementation mode• Planning • Execution 解決策の実行
解決策の実行
解決策の実行
解決策の実行
計画計画計画計画
Improvement Kata
CCCCCCCC
Vision
ObstObstacleacleObstObstacleacle
ChallengeChallengeChallengeChallenge
Strateg
y
Executio
n
ThemeTCTCTCTC
Vision(Direction)
Company’s long term purpose
Strategic direction
Challenge
1/2 to 1 year Goal Seems impossible but not absolutely
so
Path is unknown
Goal to Win
Intention Behind TC
Limits of current knowledge
NextTC
Challenge
Paradigm
Why it can't be done↓
How can we do it
CC
TCFear of unknownKata
Moving to TC
CCCCCCCC
TCTCTCTC
Limits of vision
Next stepMeet unpredicted obstacles which changes action
Intention behind heijunka pattern
Demand :A,B,C,D,E 8 , 16,4,6,3
Time
Pattern
Pattern is TC
Surface Problems
Reach today’s target
Know where to improve for long term survival
SchedulerOptimum
Plan
PDCA Cycle
1. P:Hypothesis ( Prediction )
2. D: Try hypothesis ( Act )
3. C: Compare results ( Evidence )
4. A: Adopt if proved, back to 1 if disproved 検証されたら
現状現状現状現状
ターゲットターゲット状態状態
ターゲットターゲット状態状態
PDC
A
PDC
A
PDC
A
PDC
A
PDC
A
PDC
A
Try ideas outside of common sense
Culture to promote experimentation
Between two who took the same time solving a problem, I choose one who failed 10 times over one who solved without one failure
How can you know anything if you haven’t even tried?
The Japanese are too fearful of failure
Coaching kataTeaching IK
What is CK
メンター 弟子
Mentor and Mentee
CCCCCCCC
TCTCTCTC
Neve teach solutionPush for deeper understanding of CC
Following Katga is more important than good solution
ç√ç√
ç√ç√
Mentor
Mentee
The 5 Questions
PDC
A
次の実験とコーチングの時期確認
5. そのステップから学んだことをいつ見に行けるか。
焦点の確認3. ターゲット状態達成を妨げている障害は何か。そのどれに取り組んでいるのか。
次のPDCA実験
4. 次のステップ(次のPDCAサイクルの開始)は何か。その結果はどうなると思うか。
目標再確認1. ターゲット状態は何か
2. 現在の実際の状況はどうか 前回の実験の振り返り
Application of Toyota Kata to Lean Product Development
2 Approaches to Product Development Transformation
Problem solving mode•Use improvement kata
Unknown Territory
Unknown Territory
Unknown Territory
Unknown Territory
CCCCCCCC
ありたありた
い姿い姿ありたありた
い姿い姿Implementation Mode
• Planning• Execution 解決策の実行
解決策の実行
解決策の実行
解決策の実行
計画計画計画計画
Application of Improvement Kata to productDevelopment Transformation
CCCCCCCC
Vision
ObstObstacleacleObstObstacleacle
ChallengeChallengeChallengeChallenge
Strateg
y
PD Process
Transform
atio
n
Mid term
Goal for
Product
developmen
t
TCTCTCTC
Transforming to LPD
• Challenge 3 year out
• TC
• Experiment
• Overcome obstacles
• Standardize
PD productivity 4x PD LT 1/3
New product sale ration 2XProfitability 2x
zero loopback
Zero overtime
Employee satisfaction up
knowledge reuse 3x
Turnover 1/5
Transforming to LPD
• Challenge 3 year out
• TT 6 months out
• Experiment
• Overcome obstacles
• Standardize
• Using A3 to record knowledge
• Using A3 for problem solving
• Using tradeoff curves
• Always doing knowledge gap analysis
Transforming to LPD
• Challenge 3 year out
• TT 6 months out
• Experiment
• Overcome obstacles
• Standardize
Trail in pilot projects
Make A3
Make tradeoff curves
Make test bed
あらゆる知識をA3形式で共有
Transforming to LPD
• Challenge 3 year out
• TT 6 months out
• Experiment
• Overcome obstacles
• Standardize
現状現状現状現状
ターゲットターゲット状態状態
ターゲットターゲット状態状態
見える範囲
次のステップ
障害
方針 組織の壁
教育不足 トップの理解
信頼不足
制度
Transforming to LPD
• Challenge 3 year out
• TT 6 months out
• Experiment
• Overcome obstacles
• Standardize
開発承認開発承認
IEIE
A3 顧客関心事A3 情報
A3 提案
A3 顧客関心事
A3 意思決定
A3 情報A3 試験結果A3 意思決定A3 状況
A3 プロジェクト インテグレーション
A3 チェックシートA3 情報A3 試験結果A3 意思決定A3 状況
知識ライブラリー開発段階
No
No
Yes
Yes
Example of using TK for PD- Philips
現状把握知識検索が困難
主要な障害を発見し対策を取る
ナレッジ・マネジメントプロセスが定着せず
ターゲット状態に向けてPDCAを繰り返す
Additional sources
• 開発戦略は「意思決定を遅らせろ!」(稲垣公夫)
• Toyota Product Development System (Morgan, Liker)
• Managing to Learn
• Toyota Kata ( M Rother )
• Toyota Kata website
• http://www-personal.umich.edu/~mrother/Homepage.html
End