A3 thinking

©LeanCor 2013
A3 Thinking
“Successful A3 use depends on an open and
respectful process of sharing information and
giving feedback.”
Jeffrey Liker, Toyota Way

©LeanCor 2013
What is an A3?
Single page report used to tell a story by
applying the cycle of PDCA –
Plan, Do, Check, Act.

©LeanCor 2013
A3 is a Size of Paper
International Paper
Dimension of
297mm x 420mm
or
11” x 17”

©LeanCor 2013
Benefits of Using an A3
 Focused - allows the team to identify the critical elements of the problem
solving, enough to fit the summary of those elements on one sheet of paper
 Highly visible – used to communicate story and progress
 Collaborative - allows the team to collaborate and think about the problem from
beginning to end in the PDCA process. Encourages cross-functional dialogue
and action
 Disciplined - uses standardized formats and processes
 People-Centric – built in PDCA learning cycles
 Reflective – places emphasis on reflection and problem solving
 System Mindset – helps develop a disciplined, systems thinking and acting
culture

©LeanCor 2013
Plan – Do – Check – Act
 Cyclical method for continuous improvement of processes.
1. Clarify the Problem
2. Break down the
problem
3. Set a target for
improvement
4. Analyze the root
cause
5. Develop
countermeasures
6. See
countermeasures
through
7. Evaluate
both results
and process
8. Standardize
successes
9. Learn from
and adjust
failures
10. Continue to
check and
adjust

©LeanCor 2013
A3 is a Standard
Although A3 Thinking is a standard meant to tell
a story from beginning to end, the A3 template
itself is flexible.
Owner Champion / Function Problem Theme Est. Start Date Est. End Date
Focus Purpose Who Start End Status
Operate
Plan & perform the work.
Identify gap between plan vs. actual condition.
Review
Document & validate current state.
Develop a clearly defined problem statement.
Learn
Identify all possible causes to the problem.
Isolate critical few root causes to the problem.
Optimize
Develop solutions that address the root causes to the problem. Ensure the
solutions support the entire value-stream.
Execute
Communicate, train, and Implement the solution.
Measure and monitor the impact of the solution.
Check Tool and Principle Selection Who Start End Status
Operate - Voice of Customer
CTQ Checklist
Team Member Standard Work
Visual Management
Run Charts
Scoreboards
Leader Standard Work
X Learn - A3O and Project Master Timeline (Gantt Chart )
Go See Management
Data Collection
Process Map
Swim Lane Map
Current State Value Stream Map
In Scope / Go See Out Of Scope Current Metrics Future Metrics Pareto - Critical Few
Brainstorming
Cause & Effect
5 Why Analysis
Optimize- Future State Improvement Tools
5S
Visual Management
Standard Work / Checklist
Quality at the Source - Error proofing
Team Leaders Team Members Who will be affected Who I need to talk to Velocity - One Piece Flow
Leveled Flow
Pull Systems
Time and Motion Chart
Takt Time Calculation
Future State Maps & Gap Analysis
XY Matrix for Prioritization
Execute - Implementation Plan
Timeline
FMEA
Dashboards
Communication Plan
Review Process
Other
Other
Other
Other
Other
Voice of Customer - internal and/or external
Future State VisionCurrent State - Problem Statement
Business Case - Why is this important
Build the Team
Executive Level Timeline

©LeanCor 2013
Many A3 Templates
A3’s as the tool for Hoshin Planning (policy
deployment)
A3’s as a tool for the problem solving process
A3’s as a tool for proposal writing
A3’s as an operational tool
 Standardized work
 Visual controls

©LeanCor 2013
A3 FOR HOSHIN KANRI

©LeanCor 2013
What is Hoshin Kanri?
 Strategy or policy deployment
 Literal definition: ship maintaining course through a storm
 Planning, execution, and reflection system that helps companies focus efforts and
achieve results
 Constancy of purpose
 Organizational alignment
 First used by Japanese companies after WWII and
leverages the teachings of Dr. Deming (PDCA)
 Top down and bottom up execution
 The process requires discipline and collaboration
to deliver sustainable results
 Supported by other lean tools:
 A3 thinking
 Leader Standard Work
 Visual management

©LeanCor 2013
Hoshin Kanri Process Map
What do
we need to
do?
How should
we do it?
How are we
doing?
How will we
learn and
adjust?

©LeanCor 2013
A3E – A3Z – A3T
ActCheckDoPlan
E = Executive Z = Zone T = Tactical
ActCheckDoPlan

©LeanCor 2013
Catchball Process
Vision: High Level
direction for the
organization.
Strategy: Methods and
approaches to
accomplishing the
organization’s vision.
Tactical: Engaging
projects for workers to
accomplish to meet
company strategies and
visions.
Work Plan: Day to day
plans to accomplish
tactical projects.
CEO
Executive Management
Middle Management
Front Line Management
Team Members
Strategy
Tactical
Work Plan
Input
Vision
Strategy
Tactical
Work Plan

©LeanCor 2013
Group Workout
 Assign the following process steps with the level of A3 Thinking.
 Who should be involved?
 At what cadence should each A3 be checked?

©LeanCor 2013
Strategy Deployment – Cadence
 A3-E (Executive)
 Reviewed and revised twice per year
 Contains rolling goals for 3-5 years out
 A3-Z (Zone)
 Reviewed and revised monthly
 Contains strategies and tactics for one year
– directly off of A3E
 A3-T (Tactical)
 Reviewed and revised weekly
 Contains short term detailed tactics directly
off of the A3-Z
ActCheckDoPlan

©LeanCor 2013
M V G P Strategies Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
0
0
0
0
0
0
0
0
0
0
0
0
0
M V G P
0
0
0
0
0
0
Year: # # # # # 0
Revenue 0
0
0
EBIT 0
0
0
M V G P
0
0
People # # # # # 0
0
0
0
0
0
0
0
0
0
0
M V G P
0
0
0
0
0
0
0
0
0
0
0
0
0
Date
CorporateDevelopment
Strategies
ValueStreamSupport
MissionValues
Date
Rolling5YearGoals
Value Stream
LeanDeploymentOperations
Vision Date
Key Measure
Company
Presence
Company Vision
Company Mission
Howourstrategiesalignwithourmission,values,andgoals
Company Rolling 5 Year Goals
Visual representation of executive
goals Strategies
Gantt
structure
divided by
year then
quarter
Howstrategieswillbemeasured
Company Values
The Executive A3 – A3E

©LeanCor 2013
The Zone (Departmental) A3 - A3Z
J F M A M J J A S O N D
Reflection on Last Year's Activities
Dept.
Follow-up, Unresolved, & Potential Issues
Sign Off
Analysis/Justification to This Year's Activities
Last Year's Results/This Year's Targets/Mid-Term Targets Action Plan
TacticsActivities
Schedule
Activity Key Results/Issues
Focus/Need: Theme:
Rating
Last Years Metrics & Results
This Year’s Targets
(Monthly, Quarterly, or Yearly)
What activities did
we perform last
year?
What were the results
of last year’s
activities?
Rating
What activities
will ensure
that we meet
this year’s
targets?
What do those
actions mean
from a tactical
project
perspective?
When
should we
expect
these
projects to
be
complete?
What justifies the
action plan for this
year?
What actions are outstanding from last year?
What barriers to completion are we facing?
What barriers to success to we foresee for this year?
Leadership Signoff
Key Focus Area Theme Statement for Focus Dept.

©LeanCor 2013
The Tactical A3 – A3T
Theme of A3 Area & Process Project Lead Start & End Date
Description of Current State
•Problem Statement
•Target for Improvement
•Gap between target and actual
Background & Supporting Data
•Facts & Figures
•Charts & Graphs
•Descriptive Stats–Avg. / St. Dev
Root Cause Analysis
•Process Maps
•Fishbone
•5 Why Analysis
•Any other Problem Solving Methods
Action Plan
•Countermeasures for root cause(s)
•Who, What, & When
Check & Follow Up
•Verify results of each
countermeasure
•Who, What, & When
PLAN, CHECK, ACTDO,

©LeanCor 2013
A3T Sample
Initiative taken
straight from
A3Z Action Plan
Visuals used to
keep it clean &
concise
Are all
phases of
the PDCA
cycle
included in
this A3?

©LeanCor 2013
S =
I =
X =
Vision Correlation / Contributioncorrelation
Tactics
Strategies
important correlation or core team member
Correlation Correlation / Contribution
strong correlation or team leader
Legend
Team Members
Correlation Correlation / Contribution
weak correlation or rotating team member
Accountability
Goals
Are we Aligned? The A3X
Tactical Project List
Organizational
GoalsMngt
Strategies
What Kind
Of
Correlation
Exists?
Which Team
Members
Are Involved?
Organizational
Visions
Are Strategies
In Line
with Visions?
Do your Goals
Match your
Tactics?
Do your Goals
Match Your
Visions?
Who
Does
What?

©LeanCor 2013
A3 FOR PROBLEM SOLVING

©LeanCor 2013
8-Disciplines Problem Solving
D0: Recognize
the Problem
D1: Establish the
Team
D2: Describe the
Problem
D3: Determine &
Implement
Containment
Actions
Identify Potential
Causes
Select Likely
Causes
Identify Possible
Corrective Actions
Root
Cause?
D4:
D5: Choose &
Verify Corrective
Actions
D6: Implement &
Validate
Corrective Actions
D7: Prevent
Recurrence
D8: Congratulate
the Team
No
Yes

©LeanCor 2013
Why?
 These 8 Disciplines give us a structured & documented approach to
solving problems,
 To ELIMINATE the root cause of a detected non-conformity, in order
to
 STOP that non-conforming product or service from ever happening
again, and in turn
 PROTECT the customer from receiving that non-conforming product
or service

©LeanCor 2013
 A problem can be defined as any deviation from the standard or an unfulfilled
customer need.
 Problems can be classified into one of three types:
1. Standard is not achieved
• Example - We do not meet 100% on-time performance for delivery
within 2 hours
2. Standard is achieved but has now changed, so we are no
longer meeting it
• Example – We were meeting 100% on-time performance for delivery
within 2 hours minutes, but we must now meet delivery within 1 hour
and cannot meet that new standard
3. Standard is not consistently achieved
• Example – We deliver product within 2 hours, most of the time.
D0: Recognize the Problem

©LeanCor 2013
 Understand that all people have different personal styles
 Know people’s capabilities and willingness to work on the team
 Understand an effective team is about choosing the people who best fit
 Leverage people’s strengths and manage
people’s weaknesses
 Drive teams to be self managed and committed
to work
 Ensure all teams are responsible and
accountable for results
 Use teams to develop future leaders – clearly identify, separate, and mentor these
people
 Share success of teamwork across the organization as best practices
 Celebrate and reflect upon team success and failure
D1: Establish Team

©LeanCor 2013
D2: Describe the Problem
 Should be focused on the current situation and clearly identify the gap between the
current and the ideal situation.
 Should be measurable and clear. Do not use words like “a lot” or “not enough”.
 Does not contain a cause, or a suspected cause.
 Does not include a solution.
 Uses factual data that are within scope.
 Identifies the internal or external customer.
 Is short and to the point.
 Example - During [period of time], the [process being reviewed] with [the area of the business] is
not meeting its goal of [x]. This poor performance is causing [resulting problems or issues] that are
costing [estimated impact in dollars or other metrics].

©LeanCor 2013
Agree on the Problem Statement

©LeanCor 2013
D3: Determine & Implement
Containment Actions
 First priority should be to PROTECT THE
CUSTOMER(S) from receiving a non-
conforming product or service.
 This is a short term action. These
containment actions do not solve the
problem, only add a band-aid (or raise the
water level) in the process in order to not
affect the customer.
 Examples include: padding the process
with extra inventory, overtime,
implementing audit process.

©LeanCor 2013
D4: Identify Root Cause(s)
 We will review the following
tools that can help you
narrow possible causes
and identify the root
cause(s) of the problem:
 Process / Swimlane Map
 Fishbone Diagram
 5 Why Analysis
Identify Potential
Causes
Select Likely
Causes
Identify Possible
Corrective
Actions
Root
Cause?
D4:
No
Yes

©LeanCor 2013
The Process Map
What is it?
 Road Map
 Critical element of a process’ documentation
 Not just a documentation tool but an analysis
tool
 A visual representation of a process that
transforms a set of inputs to outputs
Benefits
 Improves team communications
 Provides an overview of the process
 Serves as a reference document
 Facilitates process changes
 Helps in process planning
 Identifies inter-relationships
 Aids in troubleshooting
 Help prevent scope creep in a project

©LeanCor 2013
Three Versions of a Process…
What you
think it is
What it
actually is
What you would
like it to be
Go to the gemba
(where the work
is being done)
and see the
process for
yourself.

©LeanCor 2013
The Hidden Factory
No
Determine
which AGV
stock is on
using PF9
N: Hilo driver
S: RF
Stock location on
AGV
Find AGV
N: Hilo driver
N: Knowledge of
spurs
S: Hilo
N: Work Volume
Pallet available
Pull skid from
AGV
N: Hilo driver
N: Pallet
S: Hilo
Removes stock from
AGV
Drop at CAPS
line
N: Hilo driver
S: Pallet
S: Hilo
Pallet now available to
stock handler
Scan pallet
N: Hilo driver
N: Pallet
S: RF(PF12)
Location changed from
"D" rack
Fill pick
N: Stock handler
S: RF(PF4)
N: Work Volume
Stock located in pick
Stock
handler
records
short slip
(printout)
Hilo driver
receives
short
Look up in
system
Yes
Order stock
from high
bay
Pull skid
Scan pallet
to PD rack
Check
number of
(PF9) orders
for shorted
stock
No Yes
N: Printout
N: Puller
Complete and
accurate short slip
N: Stock
handler
S: Short Slip
N: Hilo driver
Shorts information
given to hilo driver
S: RF (PF9)
S: Short Slip Info
N: Knowledge of
warehouse locations
N: Hilo driver
Location
determined
S; RF(PF9)
S: Short Slip
N: Hilo driver
S: RF (PF9)
N: Knowledge of
stock loc in highbay
N: Hilo driver
Message shows up
for high bay driver
S: RF (PF12)
N: Turret truck driver
in correct aisle
Turret Truck
N: Driver Work
Volume
S: RF
N: Space available
in PD rack
Skid removed from
warehouse location;
time taken
Location of skid
moved in the system
No
No
HIDDEN FACTORY
Fill the pick
N: Stock handler
S:RF(PF4) DropScreen
N: Stock handler
N: Work Volume
Prevents new shorts
Scan pallet
S: RF(PF9)
N: Hilo driver
Moves skid in system
Pull skid
N: Hilo
N: Workload
N: Pallet in correct location
N: Hilo driver
Remove from
location; time taken
Picked up by
Hilo driver
N: Hilo driver
N: Stock in P&D
rack
N: Work Volume
S: Hilo
Enables stock to be
sent; time taken
Turret driver
picks SKU
N: Turret Truck
Driver
S: Message on
PF12
N: Work Volume
N: Turret Truck
Stock available in
PD rack; time taken
Placed on
AGV
Stock is ready to
be sent
N: Hilo driver
S: RF(PF12)
Available
S: AGV
Pull skid
from AGV
N: Hilo driver
N: Work Volume
N: Hilo
Removes stock from
AGV; time taken
Drop from
CAPS line
N: Hilo Driver
S: RF(PF12)
N: Available
drop zone space
N: Hilo
Pallet available
to Stock handler
Scan pallet
N: Hilo driver
S: RF
Location changed
from AGV
Fill pick
N: Stock handler
S: RF(PF4)
N: Work Volume
Stock available
to pick
N: Hilo driver
knowledge of
spurs (5&9)
N: AGV loaded
properly
N: Empty
slot vs. low
Stock is
on BO
RF=S
Short Slip=S
Write BO on
slip and send
to Upline
Moves order through
process (minus BO
stock)
S: Short Slip
N: Location of
order on short
slip
Inform Puller
Lets Puller know
future orders are BO
N: Puller
Location
S: Accurate
information
Deliver to
caps line
S: RF(PF9)
S: Hilo
N: Hilo driver
N: Space in drop Zone
C: Available
N: Stock handler
N: Driver
N: Work volume
Available for stock
handler
Is stock
available?
Is stock in
high bay?
S: RF (PF9)
S: Short Slip Info
S: Knowledge of
warehouse locations
N: Hilo driver
Yes
Yes
Does
replenish-
ment think
short is
hot?
Is stock
sent to
appropriate
spur?
No
Check
status on
PF9
S: RF=S
N: Hilo driver
N: Warehouse
knowledge
N: Short Slip
Location of stock
Order skid
on PF13 as
a hot
S: PF13(order
screen)
N: Hilo driver
N: Short Slip
Informs turret driver of
short
Turret truck
driver pulls
hot, places
and scans
in D rack
S: RF(PF12)
N: Turret Truck Driver
N: Work Volume
S: Turret Truck
Shorts pallet available
in D rack
Hilo driver
drives to
appropriate
"D" rack and
picks up skid
S: RF
N: Hilo driver
N: Stock
Scanned to PD
rack
S: Hilo
N: Work Volume
Expedited pick up
Drop and
scan pallet in
CAPS line
S: RF(PF12)
N: Hilo driver
N: Space
available in drop
zone
S: Hilo
Pallet available to stock
handler
Fill pick
S: Stock handler
RF(PF4)
N: Work Volume
Stock available to pick
AS IS REPLENISHMENT PROCESS MAP
“Look” at the overall flow:
= inspection/decision
= process step
Hidden Factory is
undocumented work being
completed to allow the work to
be done

©LeanCor 2013
Mapping Steps
Identify the starting and ending
boundaries – the bookends
Identify all steps in the process
Show the outputs at each step
List and classify the input variables
Step 1
Step 2
Step 3
Step 4
Hey, I can do
that !
Now, let’s discuss each one in detail applied to the
process of “Making Coffee.”

©LeanCor 2013
Step 1:
Identify the boundaries for your
process map
S I P O C
Make
coffee
Start
End
Coffee
in hand
and
ready to
grind
Coffee
is
finished
brewing

©LeanCor 2013
Step 2:
Identify all Steps in the Process
 Identify all steps in the process between the boundaries
 Level of detail should be such that process is described in ~ 3-10 steps
 Steps should include all inspection points, rework, etc. -- any step that can
influence the outputs of the process
Grind Coffee Beans
Place ground coffee,filter,
and water in coffee maker
Brew Coffee
Coffee
in hand
and
ready to
grind
Coffee
is
finished
brewing

©LeanCor 2013
Step 3:
Show the Outputs at each Step
 Identify the “desired” outputs at each step
 Some of these outputs become outputs of the entire process, some become
inputs to following process steps
Grind Coffee Beans
Brew Coffee
Coffee
in hand
and
ready to
grind
Coffee
is
finished
brewing
Beans ground to proper size
Time taken grinding beans
Coffee and filter properly placed in coffee maker
Time taken putting coffee, filter & water in coffee
maker
Coffee maker with proper amount of water
Brewed good tasting coffee
Brewed hot coffee
Time consumed brewing coffee
Coffee Making Process

©LeanCor 2013
Step 4:
List the Input Variables
Grind Coffee Beans
Brew Coffee
Coffee
in hand
and
ready to
grind
Coffee
is
finished
brewing
Beans ground to proper size
Time taken grinding beans
Coffee and filter properly placed in coffee maker
Time taken putting coffee, filter & water in coffee
maker
Coffee maker with proper amount of water
Brewed good tasting coffee
Brewed hot coffee
Time consumed brewing coffee
Operator
Coffee type
Coffee quality
Grind complete interpretation
Amount of coffee beans
Bean measuring technique
Coffee measurement device
Coffee grinder machine
Operator
Coffee Maker
Pot
Pot cleanliness
Filter type
Filter brand
Amount of ground coffee
Coffee "history" after grinding
Coffee type
Coffee quality
Water amount
Water Temperature
Water quality
Operator
Coffee Maker
Pot
Pot cleanliness
Machine drip rate
Electricity
Strength setting on maker
Filter type
Filter brand
Coffee "history" after grinding
Amount of ground coffee
Coffee type
Coffee grind size
Coffee quality
Water amount
Water Temperature
Water quality
Coffee Making Process

©LeanCor 2013
Input Variables - Categories
1. Material - defects, shortages, unleveled flow, batch sizes
2. Machine - breakdowns, defects, or unplanned stoppages
3. Man / Woman - attendance, skill sets, commitment
4. Method (Process) – non-standardized processes, no preventative
maintenance, no PDCA
5. Measurements - Metrics and performance measures that drive instability
6. Mother Nature (Environment) - External forces not in our control,
weather, geography, seasonality
All these inputs can be causes to your problem!!

©LeanCor 2013
Swimlane Process Map
LFC OUTBOUND PROCESS – from generation of pick list to material arriving at ZF
PickingVerifyingLoadingShuttleShipping
Reservation Prints
- Reservation
- System or manual
entry
Clerk transfers
reservation on MB11
- Reservation #
- SAP
- Pick list & T.O.
Reservation & Pick
List put on Pick
Board
- Ready to pick
- Reservation
- Pick List
- Initialed Reservation
Takes first pick order
(HOT first, then
FIFO) & Initials
Reservation
- Reservation
- Pick List
- Reservation
Places reservation in
“Being Picked Bin”
- Visual that reservation is
being picked
- Pick list
- 2 cones placed on first
skid picked (red if hot)
Pick items on pick list
- 1 cone on first skid, 1
cone on last skid picked
- Pick list
- Skids picked
Stage items on pick
list
Check each skid for
correct PN, Qty, and
SU
- Discrepancies noted
on pick list
- Completed pick list
with skids
Discrepancy?
Note discrepancy on
pick list, change
cones to black, &
give pick list &
reservation to
shipping clerk
- Black cone on 1st
& last
skid of pick list
- Discrepancies noted
on pick list
- Discrepancies noted on
pick list
-Reservation
-SAP
- Corrected pick list
Correction Process
YES
& reservation
- Visual that skids are
ready to be loaded
Completed Pick List
& Reservation placed
in “Verified, Being
Loaded” bin
NO
Turn over cones on
1st
and last skid to
signify skids are
ready to be loaded
- Cones turned over
- Visual – to be loaded
& reservation in bin
Confirm T.O.
& reservation
-SAP
- T.O. is confirmed
Load skids into
trailer, with any hot
parts at the tail end
- Cones turned over
on skids
- Skids loaded on trailer
Close trailer door and
note the time of
departure on shipping
spreadsheet.
- Trailer ready to be
shipped
- Shipping
spreadsheet
- Completed paperwork
in bin & copier
- 2 copies of pick list and
reservation
Take completed
paperwork from
“Verified, Being
Loaded” bin and
make 2 copies
Place copies in bin by
the driver door &
original in the blue
box under the
appropriate time slot
- Copies & bin
- 2 copies of paperwork
ready for shuttle driver
- Copies in bin
Grab both copies of
the reservation & pick
list
- Ready for transport
- Arrival of material to ZF
- 2 Reservation copies
- Shuttle
Transit & Arrival at ZF
Can the shipping clerk turn
over the cones instead of the
verifier? Too many handoff’s.
Where is this spreadsheet?
Can we make a visual of
plan vs. actual?
Why 2 copies? Is it 2 copies
of both the reservation & pick
list, or just the reservation?
Should confirmation happen
when truck leaves? Can the
trigger for confirmation be
the driver asking for the
copies of the reservation?
Need timestamp
at ZF
What happens with the
copies?
What is the average number
of hot picks in queue?
 The Swimlane Map separates the process
steps into each role/person involved.
 Helps identify where there are too many
process hand-off’s, non-value add or repetitive
tasks, & hidden factories.
 These can again be possible causes to your
problem.

©LeanCor 2013
Problem
Possible Cause
Possible Cause
Major Cause Major Cause Major Cause
Major Cause
Possible Cause
Possible Cause
Major Cause Major Cause
Possible Cause
Possible Cause
Possible Cause
Possible Cause
Possible Cause
Possible Cause
Possible Cause
Possible Cause
Measurements Materials Man/Woman
Mother Nature Methods Machines
•The C&E Diagram is also known as the Fishbone Diagram or Ishikawa Diagram
•Purpose is to identify all possible causes (x’s) of problems
The Cause & Effect Diagram

©LeanCor 2013
Fishbone Diagram Example
Measurement Materials Method
Manpower MachineEnvironment /
Management
Not closing LB10 - leads to parts not
in location (2)
Lack of SAP knowledge in shipping
Resource allocation for equipment
(forklift keys)
Lack of trucks Holding truck for hot parts (2)
Too much paperwork
Not enough people know the
correction process
Not enough pickers
Too many handoff's with paperwork
(2)
No shuttle available to load
Driver late - shuttle delay (2)
Pick lists / tickets thrown away
Breaks - ZF and LFC leads to lack of
manpower (2)
Pick lists not printing
Problem
Statement
Wrong quantity found for part
Taking more
than 120
minutes to ship
material
Too many hot picks in queue (3) Shipping process not standard (4)
Lack of computers
No visibility of when pick list items
should depart (shipping schedule)
Confirmation at different times in the
process
Off-loading returnables from trailer Correction process not standard (2)
Shuttle departure time not recorded
consistently in the process (4)
Empty Locations / Can't find parts (4)
Not transferring remaining qty out of
location (2)
Lack of process time for picking Large picklists (3)

©LeanCor 2013
5 “Why’s” Analysis for Root Cause
By repeatedly asking the question "Why?” five times on a problem, you
can uncover layers and layers of symptoms which can lead to the
ultimate root cause of a problem.
1. Write down the specific problem. Writing the issue helps you formalize the
problem and describe it completely. It also helps a team focus on the same
problem.
2. Ask why the problem happens and write down the possible answers to the
problem.
3. If the answer you provided doesn't identify the root cause of the problem
that you wrote down in step 1, ask why again and write that answer down.
4. Repeat step 3 until the team is in agreement that the problems root cause
is identified. Again, this may take fewer or more times than 5 Whys.

©LeanCor 2013
5 Why Analysis Example
WHY?
THEREFORE…

©LeanCor 2013
5 Why and Therefore
Problem: I woke up in a road side ditch
1. People wanted to see how tough I was
2. People think I’m tough because I have an eye-patch
3. I have an eye-patch because I had an accident
4. I had an accident because I blew off steam
5. I blew off steam because I was angry
6. I was angry because the cable company kept me on hold
http://www.youtube.com/watch?v=7udQSHWpL88&feature=relmfu
WHY?
THEREFORE…

©LeanCor 2013
1. Brainstorm the critical
variables to your project and
weigh them on a scale of
100%. Agree on the
definitions.
2. List all the potential solutions.
3. Rate each item on a scale that
is agreed upon by everyone
involved with the XY matrix. A
suggested scale is 1–3–5.
4. Sort the items by the total
score, the highest being the
first priority.
D5: Choose & Verify Corrective Actions

©LeanCor 2013
XY Matrix Example
XY - Prioritization Matrix > Critical
Variables
Ease to Implement
1 = IT, Sr Mgmt
2 = ENGR, Cap Req
3 = Maintenance
4 = Dept/Ops Mgr
5 = Dept Level
Potential ROI
1 = $500 or less
2 = $500 - $5K
3 = $5K - $10K
4 = $10K - $100K
5 = over $100K
Cost to Implement
1 = over $100K
2 = $50K - $100K
3 = $10K - $50K
4 = $500 - $10K
5 = $500 or less
Network Potential
1 = Local Facility
2 = 25% of Facilities
5 = All Facilities
LRP Impact
1 = 1 LRP Strategy
2 = 2 LRP Strategy
3 = 3 LRP Strategy
4 = 4 LRP Strategy
5 = 5 LRP Strategy
Scale(1-5)
Topic - Weighted Average 35 15 25 15 10 Total
Develop a leader on the floor program to change the culture addressing
issues immediately
5 4 5 5 1 445
Standardize all lanes - pallet position - supplies - visual management 5 4 5 5 1 445
Re-train the operator to reduce or increase incoming volume based on
lane condition and goal
5 4 5 5 1 445
Create a network recirculation report to enhance visability and
accountability.
4 5 5 5 1 425
Hold associates accountable for failing to keep their recircs under 3% 4 4 5 5 1 410
Develop a staffing tool to help Managers/Supervisors staff based on takt
time and capability
4 4 5 5 1 410
Change pallet positions based on associate feedback - division/store sort 4 3 5 5 1 395
Change pallet positions to Engineer recommended division/store sort 4 3 5 5 1 395

©LeanCor 2013
D6: Implement & Validate
Corrective Action
1. What action will be performed?
2. How are the actions inter-related, or dependent?
3. When will they be completed?
4. What resources are required?
5. Who is responsible to make sure they get done?
6. How will we know if those actions worked?

©LeanCor 2013
The Gantt Chart
 Summarizes all project actions under Task Name, with duration of the task and owner
 The dark blue tasks represent critical paths – the longest series of linked tasks that must be
completed before the last task. Any delay in the critical path will impact timing of the final task.

©LeanCor 2013
Gantt Chart
List all action
items for
improvement
and
check/adjust.
Assign a
Champion (owner)
to each action
item
Assign a start and end
date to each action
item.
Focus on the distribution
of work to prevent batching
of action items. Also focus
on interdependencies
(critical path vs task)

©LeanCor 2013
Make Countermeasures Visible
 Check progress regularly
 Anticipate obstacles and breakthrough
 Thoroughly communicate by reporting, informing, and coaching

©LeanCor 2013
Update or Create Standard Work
 The safest, easiest and most effective way of doing the job
that we currently know
 Working document that is the basis for best practices, waste
identification, and continuous improvement
 Workers should design the standard work through PDCA
“Without a standard there can be no kaizen.”
--Taiichi Ohno

©LeanCor 2013
Developing Standard Work
 Engage employees in the development process
 Encourage team members to collaborate and identify the current
best practice (if one does not currently exist)
 Must be realistic for current state of the process
 Leaders can guide through the creation and provide final feedback /
approval
 Design with the intent to make problems visible
 Capture critical elements of the standard work – inputs, procedures,
timing (takt and cycle), measures, and outputs.
 Cycle time should be challenging enough to ensure productivity yet
allow for basic stability

©LeanCor 2013
Takt Time: Cycle Time: Operation:
5min 5min Drawing a really cool cat
Step # Cycle Time: Example / Guide:
1 60 sec
Pictures of template and proper placement for shape
placement are found on the right
2 45 sec
Turn tangram 4 to shape of diamond and numbers for
shapes 5 and 6 should be right side up (see picture)
3 30 sec Continuation of line created in step 1
4 30 sec
Sides of tangram 4 should be flush with width of face (see
picture)
5 45 sec
Middle line should extend 1/4" above the roof of the mouth
to create foundation for nose
6 15 sec
Basically like an upside down half moon with no bottom
edge - same size on right and left - should be as wide as
outer teeth marks
7 10 sec Try to space equal distance apart
8 30 sec
Space vertically directly between the nose and the base of
the ears
9 5 sec See picture
10 30 sec See picture
11
12
13
14
15
IMPORTANT NOTES:
REFER TO APPLICABLE TRAINING MANUAL FOR
SPECIFIC INSTRUCTIONS
Kaizen Comments:
Round out the nose by drawing crescents to the right and left of the extended middle tooth line
Draw four small dots in the crescents on each side of the nose
Draw oval for left eye in the middle left of the face. Repeat for the right eye using the right side of
the left eye as the left side of the right eye (eyes should be touching)
Shade the upper right portions of both eyes so it appears that the cat is looking at something to the
upper right
Draw 3 whiskers on each side - the top whiskers should go up and out from the nose at a 45
degree angle, the middle should be parallel to the top of the sheet and exit the face where the line
turns perpendicular to the top of the sheet, and the lower whiskers should exit the face at the
upper line of the mouth
Description of Work Content
Line up tangrams 1,2, & 3 with "dots" 1, 2, & 3 on template, hold them together with one hand and
trace around the shapes with Wrriting hand
Line up tangram number 4 with between dots 1& 4 on template, add tangrams 5 & 6, hold shapes
together with one hand and trace with Writing hand
Line up tangram number 7 on dot 3 to continue line from the base of tangram 3 and trace the
shape to create tail
Turn Tangram 4 to square shape and line it up to draw the upper mouth line
Draw teeth in the cat's mouth using 3 perpendicular lines splitting the mouth in half then having the
sides once again
PART: PARTS / TOTE: 25 sets
DESCRIPTION: TOTES / PALLET:
TEMPLATE LOCATION: Desk
Tools Required: Safety/ Hazard Controls:
STORAGE LOCATION:
Tangram Supply Closet
Drawing Template
Beware of getting permanent marker on finger tips
Tangram set (7 pieces)
Standard Work Instruction
Issued by: Approval Date: Department:
Roger Pearce 10/ 24/ 2009 Toys & Drawing
Sample Standard Work

©LeanCor 2013
1. People make mistakes!
2. People want to have quality in their work!
3. Errors turn into defects only if they are passed on!
4. Only 100% inspection will drive 100% error-free!
5. People cannot accomplish 100% inspection!
6. See Point 1…People make mistakes!
Poka Yoke: A simple trigger that detects that an error has occurred or is about to
occur, and notifies the process controller or stops the process from moving forward.
Quality at the Source
We want to detect mistakes and prevent defects…
this is the Lean goal.

©LeanCor 2013
Preventing Defects 101
The rules for every individual, regarding
defects:
1. Never take one
2. Never make one…but if you do…
3. Never pass one on

©LeanCor 2013
 Make the problem solving process visible by posting the A3 for all to
see and communicating to all those involved.
D8: Congratulate the Team
 Reward the A3 team with
something – a gift card,
lunch, certificate…just
make sure it focuses on
the team.
 Take pictures of the
celebration and the team.

©LeanCor 2013
A3 for Capital Expenditure Requests
 Carefully analyze the situation in a fact based manner.
 Do we really need what we are requesting?
 Why are we requesting it? How will it improve the current
process?
 Make the case.

©LeanCor 2013
So What?
 Less is more – challenge the amount of initiatives
 Set a cadence that is realistic and will be adhered to
with discipline
 Don’t be dogmatic with the templates…use what works
for you
 Be careful not to tamper, but adjust when
necessary…that is why we review
 Structure zones in manner that makes sense
 Just do it!!! Improve as you go…

©LeanCor 2013
Work Out
What are the current strategies we are embracing?
 Do they support our guiding principles ?
 Are they aligned with other strategies ?
 Are we moving in the direction we want to
move ?
 What do we need to consider ?
What are our guiding principles?
What is our vision?

A3 thinking

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a A3 thinking

Semelhante a A3 thinking (20)

Último

Último (18)

A3 thinking