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In Chuck Norris We Trust, All     Others Bring Data  How not to argue and get some data                instead            ...
Chuck Norris• Chuck Norris doesn’t call the wrong number.  You answer the wrong phone.• Chuck Norris does not estimate, he...
Expected resultsAfter the session the participants are better able to:• improve efficiency• build transparency• increase t...
What is Lean?• Deliver continually increasing customer  value  – Expending continually decreasing effort  – By leveraging ...
Theme: Is there a clear theme for the report that reflects the contents?                Owner                             ...
Problem Solving A3For boundary-spanning problemsDevelop a Consensus for action  – Boundary –spanning communication     • 3...
Scopes of A3s     Strategic  (6-12 months)      System(1 week – 6 months)     Process     (1 week)
The Deming Cycle                               High Velocity OrganizationTypical PDCA                   PDCA• Plan quickly...
Theme and Background –           Look Very Carefully• Theme is A3 Title   – Identifies relevance   – Revised as situation ...
Current Condition –         Ask what we already know• Specific, detailed, quantitative, concise   –   Tables, graphs, hist...
Goal –Next Target Condition        Model what we expect• What baseline change is wanted?   – What does perfect look like? ...
Root Cause –                 Model Cause & Effect•   Identify underlying problem(s) causing symptoms     – Root cause is t...
Propose Countermeasures –        DO [Many Experiments]• Identify countermeasures for each candidate root cause   – Experim...
Results & Follow-up –Check& Act: Know WHY, not just know how!• For each countermeasure implemented   – What actually happe...
Learning             Results and Follow-up• The reliable learning comes from checking the results of your  experiments.   ...
Ishikawa or Fishbone Diagram                         www.jarvet.com
Root Cause Analysis
8 wastes• Overproduction• Motion• Inventory• Transportation• Waiting• Under-utilized people• Defects• Over-processing     ...
A Fantastic Upcoming Conference•   Less2012.org•   12-14 November, Tallinn•   20 speakers, 4 tracks•   Register with promo...
In Chuck Norris we trust - A3 thinking intro
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In Chuck Norris we trust - A3 thinking intro

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How to get rid of assumptions, egos and opinions and base your change initiatives on data instead. A3 thinking allows you to craft strategies for change and improvement. Here is a short overview of how to do it.

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In Chuck Norris we trust - A3 thinking intro

  1. 1. In Chuck Norris We Trust, All Others Bring Data How not to argue and get some data instead Hanno Jarvet
  2. 2. Chuck Norris• Chuck Norris doesn’t call the wrong number. You answer the wrong phone.• Chuck Norris does not estimate, he knows.• When Chuck Norris says “done”, then it’s “done”. www.jarvet.com
  3. 3. Expected resultsAfter the session the participants are better able to:• improve efficiency• build transparency• increase the quality of the output and customer satisfaction• set strategies for future improvements• create accountabilities www.jarvet.com
  4. 4. What is Lean?• Deliver continually increasing customer value – Expending continually decreasing effort – By leveraging the time and energy of bright, creative workers www.jarvet.com
  5. 5. Theme: Is there a clear theme for the report that reflects the contents? Owner Mentor Background Date 1. 2. Is the topic relevant to the organizations objectives Is there any other reason for working on this topic (e.g., learning)? P Countermeasures (Experiments) 1. Is the analysis comprehensive at a broad level? 2. Is the analysis detailed enough and did it probe deeply enough on the right Current Condition issues? 1. Is the current condition clear and logically depicted in a visual manner? 3. Is there evidence of proper five-whys thinking about the true cause? 2. How could the current condition be made more clear for the audience? 4. Has cause and effect been demonstrated or linked in some manner? 3. Is the current condition depiction framing a problem or situation to be 5. Are all the relevant factors considered (human, machine, material, method, resolved? environment, measurement, and so on? 4. What is the actual problem in the current condition? 5. Are the facts of the situation clear, or are there just observations and opinions? 6. Is the problem quantified in some manner or is it too qualitative? L Do Confirmation (Results ) Goal / Target Condition 1. How will you measure the effectiveness of the countermeasures? 1. Is there a clear goal or target? 2. Does the check item align with the previous goal statement? 2. what, specifically, is to be accomplished? 3. Has actual performance moved line with the goal statement? 3. How will this goal be measured or evaluated? 4. If performance has not improved, then why? What was missed? 4. What will improve, by how much, and when? A Root Cause Analysis 1. Is the analysis comprehensive at a broad level? Check 2. Is the analysis detailed enough and did it probe deeply enough on the right issues? Follow-up (Actions) 3. Is there evidence of proper five-whys thinking about the true cause? 1. What is necessary to prevent recurrence of the problem? 4. Has cause and effect been demonstrated or linked in some way? 2. What remains to be accomplished? 5. Are all the relevant factors considered (human, machine, material, method, 3. What other parts of the organization need to be informed of this result? environment, measurement, and so on? 4. How will this be standardized and communicated? N Adjust
  6. 6. Problem Solving A3For boundary-spanning problemsDevelop a Consensus for action – Boundary –spanning communication • 30 second glance, 10 minutes to read – Pull based authority • Agreement of those affected by the change – Owner Responsibility • Team collaboration – Cautions • Define the problem carefully • Find REAL root cause • Manager as mentor Sorbek & Smalley: Understanding A3 Thinking www.jarvet.com
  7. 7. Scopes of A3s Strategic (6-12 months) System(1 week – 6 months) Process (1 week)
  8. 8. The Deming Cycle High Velocity OrganizationTypical PDCA PDCA• Plan quickly • Plan deeply – Discuss actual situation and – Address Symptoms target with everyone affected• Do immediately – Really understand/model – Jump to conclusions the problem and its root cause• Check roughly • Do many quick experiments – Act pretty much the way – Validate your thinking you did before – Check implications carefully • Act systematically – Update and deploy standards and checklist disciplines
  9. 9. Theme and Background – Look Very Carefully• Theme is A3 Title – Identifies relevance – Revised as situation understanding improves• Background identifies problems impact – Why this problem matters • Impact of problem on organization • Specific and Quantitative –use graphs, tables, etc. – People affected understand, agree on, and care• 10 second rule – Reader can assess relevance of A3 within 10 seconds www.jarvet.com
  10. 10. Current Condition – Ask what we already know• Specific, detailed, quantitative, concise – Tables, graphs, histograms, value-stream maps, diagrams – Countermeasures (Experiments) – Highlight exactly where problem occurs – Baseline to compare to metrics after countermeasures are applied• Engage everyone affected by or causing symptoms – Build Consensus on what is • Symptoms / Undesirable Effects everyone can see • Foundation of authority to experiment with countermeasures• Update as understanding improves www.jarvet.com
  11. 11. Goal –Next Target Condition Model what we expect• What baseline change is wanted? – What does perfect look like? – What does the organization need?• Mentor ensures that the owner has both – Plausible Hypothesis • Based on best available model/understanding of how the system should work – Consensus among stakeholders • Target is attainable and desirable• Update as root cause and countermeasures developed www.jarvet.com
  12. 12. Root Cause – Model Cause & Effect• Identify underlying problem(s) causing symptoms – Root cause is typically faulty thinking or assumptions• Addressing the root cause(s) improves all levels of symptoms/undesirable effects/visible damage.• Build consensus among stakeholders – Broad agreement on Cause & Effect network – Reflect best current knowledge about how things work• Some techniques:• Some techniques: – 5 Whys -track down the – Ishikawa (fishbone) diagram – Cause-effect diagram – Current Reality Tree www.jarvet.com
  13. 13. Propose Countermeasures – DO [Many Experiments]• Identify countermeasures for each candidate root cause – Experiments expected to mitigate underlying problem – Suggested by people involved or A3 owner• Assess each countermeasure – Discuss with Stakeholders affected – Identify expected changes in meaningful measures from each countermeasure – Select those with most promise• (DO) Try each selected countermeasure to get evidence for their effectiveness www.jarvet.com
  14. 14. Results & Follow-up –Check& Act: Know WHY, not just know how!• For each countermeasure implemented – What actually happened• If different than expected, – Why? – Does the model you used correctly represent what happens? – How do the results improve your knowledge of how to think about your work?• What will you monitor to know that the problem remains “solved”?• What additional problems are revealed after the countermeasures are in place? www.jarvet.com
  15. 15. Learning Results and Follow-up• The reliable learning comes from checking the results of your experiments. – If the hypotheses in your root-cause analysis are correct, your countermeasures should make the situation better by the amount you expected. – If they do not, either your model is wrong or the countermeasure is not correct or sufficient to address the root-cause and you have to try again.• Learning only has value if it changes the way you act – Improved workflow, better method, better skills, needed checklist item, better standards, etc. – This is the ACT part or PDCA, change the way you do this kind of work. www.jarvet.com
  16. 16. Ishikawa or Fishbone Diagram www.jarvet.com
  17. 17. Root Cause Analysis
  18. 18. 8 wastes• Overproduction• Motion• Inventory• Transportation• Waiting• Under-utilized people• Defects• Over-processing www.jarvet.com
  19. 19. A Fantastic Upcoming Conference• Less2012.org• 12-14 November, Tallinn• 20 speakers, 4 tracks• Register with promocode AGILEESTONIA for a 50 EUR discount www.jarvet.com

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