Summarizing a problem and solution on one page. Brief training to understand how and why to use A3 Report methodology. Presented by Utah Manufacturing Extension Center, training starts on slide 5.
Recorded webinar: http://slidesha.re/1bmPjur
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
Plan-Do-Study-Adjust is more than a tool to generate results for the current project at hand. It's a problem-solving approach that teaches people how to THINK methodically, generating long-lasting, culture-shifting benefits.
In this webinar, you'll learn the specific steps (many of which are often forgotten) that must be taken to successfully use the PDSA cycle to solve problems, and design new processes and products.
The eight-discipline (8D) Approach to Problem-Solving is a systematic approach to problem-solving & documenting of results, developed by Ford Motor Co. It is an essential step to process improvement.
The 8D method provides you with an in-depth understanding of analyzing problems to identify the root causes.
This workshop provides you with a working knowledge of 8D effective root cause analysis and tools to address non conformity.
It will strengthen your understanding on;
what is 8D,
why Apply 8D,
when to Apply 8D &
how to Apply 8D at work.
The Basics of the A3-method (a repackaged version of Toyota Kata)Teemu Toivonen
The A3-method is very simple and effective Lean project management method designed specifically for small and medium sized improvement projects. The A3-method is simple to learn and get started with and has a good track record for producing results and at the same time developing people.
The A3-method is based on the work of Mike Rother and his research and publications on Toyota Kata.
Recorded webinar: http://slidesha.re/1bmPjur
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
Plan-Do-Study-Adjust is more than a tool to generate results for the current project at hand. It's a problem-solving approach that teaches people how to THINK methodically, generating long-lasting, culture-shifting benefits.
In this webinar, you'll learn the specific steps (many of which are often forgotten) that must be taken to successfully use the PDSA cycle to solve problems, and design new processes and products.
The eight-discipline (8D) Approach to Problem-Solving is a systematic approach to problem-solving & documenting of results, developed by Ford Motor Co. It is an essential step to process improvement.
The 8D method provides you with an in-depth understanding of analyzing problems to identify the root causes.
This workshop provides you with a working knowledge of 8D effective root cause analysis and tools to address non conformity.
It will strengthen your understanding on;
what is 8D,
why Apply 8D,
when to Apply 8D &
how to Apply 8D at work.
The Basics of the A3-method (a repackaged version of Toyota Kata)Teemu Toivonen
The A3-method is very simple and effective Lean project management method designed specifically for small and medium sized improvement projects. The A3-method is simple to learn and get started with and has a good track record for producing results and at the same time developing people.
The A3-method is based on the work of Mike Rother and his research and publications on Toyota Kata.
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
How do A3s help you build your problem-solving muscles? Find out how in this 1-hour Introductory webinar. We will introduce this time-tested tool that helps problem solvers break down process issues and drive positive change!
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
For managing your lean manufacturing waste, you need to utilize our PPT layout on 8 lean wastes PowerPoint presentation slides which will help you in describing the elements of lean waste for your manufacturing unit. You can use this presentation slide to define every lean waste with its effects on the business performance. Describe each lean waste on PPT image which are known as the defects, excess processing, over production, waiting, inventory, moving, motion, and the last one named as non-utilized talent which is known as the management waste. You can further use this PPT template to analyze your current business production model and convert the same into the reconstituted one to make more profits for the business. So now simply click on the download link below and start working on this accurately crafted 8 lean wastes PowerPoint image to manage the lean manufacturing waste for your potential audiences. Thus start right now. Handle any hiccups that come along with our 8 Lean Wastes Powerpoint Presentation Slides. It helps iron out the creases.
Continuous Improvement Posters for LearningCIToolkit
The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
How do A3s help you build your problem-solving muscles? Find out how in this 1-hour Introductory webinar. We will introduce this time-tested tool that helps problem solvers break down process issues and drive positive change!
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
A3 Report (Lean Manufacturing template for PDCA), Applied to a project to reduce line down due to lack of returnable boxes.
...
Relatório em formato A3 (Template para o PDCA usado no Lean Manufacturing), aplicado a um projeto de redução de paradas de linha devido falta de embalagens vai-e-vem.
For managing your lean manufacturing waste, you need to utilize our PPT layout on 8 lean wastes PowerPoint presentation slides which will help you in describing the elements of lean waste for your manufacturing unit. You can use this presentation slide to define every lean waste with its effects on the business performance. Describe each lean waste on PPT image which are known as the defects, excess processing, over production, waiting, inventory, moving, motion, and the last one named as non-utilized talent which is known as the management waste. You can further use this PPT template to analyze your current business production model and convert the same into the reconstituted one to make more profits for the business. So now simply click on the download link below and start working on this accurately crafted 8 lean wastes PowerPoint image to manage the lean manufacturing waste for your potential audiences. Thus start right now. Handle any hiccups that come along with our 8 Lean Wastes Powerpoint Presentation Slides. It helps iron out the creases.
Continuous Improvement Posters for LearningCIToolkit
The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
What is Product Ops? Paths and PerspectivesProductPlan
Our expert panel with product leaders from Microsoft, Auth0, Pivotal Labs, and Optimizely discuss their perspectives on Product Ops. What is it? What’s the pain, promise, and potential of this space? Viewers can engage with the roundtable panel through Q&A, chat, and polls.
We’ve seen the rise of the space, but there’s yet to be a unified definition of the role. In this roundtable, we’ll discuss what Product Ops is and where it fits in product development.
Join our expert roundtable lead by John Cutler in exploring this emerging role by sharing various perspectives, trends, and what role it plays in their respective organizations.
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
A3 thinking is a logical and structured approach to problem solving adopted by Lean organizations around the world. It allows to focus on the real issues while helping the team collaborate to gain deeper insight into problems. It is aligned with and supports the PDCA management philosophy.
The A3 -Tool for Continuous ImprovementWillie Carter
The A3 management process is a problem-solving and continuous improvement methodology that originated from the Toyota Production System (TPS) and is commonly used in Lean management and Six Sigma approaches. It gets its name from the paper size typically used for the A3 report, which is a concise and visual one-page document used to present information and guide problem-solving efforts.
The A3 management process encourages a structured and visual approach to problem-solving, making it easier for teams to collaborate, communicate, and drive improvements. It emphasizes data-driven decision-making and encourages a culture of continuous improvement within organizations.
Bringing User-CenteredDesign Practices intoAgile Development Projectsabcd82
Bringing User-CenteredDesign Practices intoAgile Development Projects -This full day tutorial seeks to explain Agile Development\'s incremental release and iterative development strategy from the perspective of a user centered design practitioner. Practical advice is given on making Agile development more user-centric.
This presentation is an overview on how to implement PDCA (Plan – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.
Based on the popular book: Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), by Durward K. Sobek II, a synopsis has been presented here.
The continuous innovation model - combining Toyota Kata and TRIZ Teemu Toivonen
Companies are facing increasingly tough competition in the global economy. Previously sustainable competitive advantage strategies are insufficient in the changed market conditions. The only sustainable advantage is continuous innovation at a faster pace than rival organizations. This requires a systematic approach to innovation and engaging staff on all levels to effectively take part in the innovation efforts.
Toyota Kata is proven and highly successful method for continuous improvement at the whole organization level. Toyota Kata was discovered by Mike Rother while he researched Toyota’s quality improvement methods. It is a holistic system method for improvement efforts which contains processes and behavioral patterns for strategically aligned goal setting, problem solving, coaching, management and training. It is a simple and teachable approach which also covers the management of improvement efforts. The downside of the approach is its focus on incremental improvement instead of breakthrough innovation.
The approach can be improved by adding TRIZ techniques like contradiction analyses, FAA, inventive principles and trends of evolution to various parts of the method. This approach will allow to keep the benefits of the Toyota Kata approach while changing the focus from incremental improvement to true innovation. The combined approach is also better suited for the more complex problems of today’s knowledge workers. Toyota Kata can also be used as method for introducing and training TRIZ to the organization in an effective and incremental way.
The combined method for continuous innovation can be further improved with the Lean Startup methods to validate the solutions. The Lean Startup experimentation approach is geared to design quick and inexpensive approaches for the market validations of service, management and software innovations.
Proven Strategies for increasing Adoption and EngagementChristian Buckley
While Office 365 continues to grow at a rapid rate, adoption can be slow and difficult without a strategy in place. This presentation covers a number of different topics that all have an impact on end user adoption and engagement. This presentation shares: a "go to market" strategy for a successful Office 365 deployment; productivity features that will enhance adoption; strategies for keeping end users engaged; how to track usage and activity so you can measure your success; and touches on many of the productivity features (Groups, Delve, Yammer, co-editing, etc). The primary focus, however, is on the management/ongoing educational aspects of a successful deployment.
c PJM6610 Foundations of Project Business Analysis.docxbartholomeocoombs
c
PJM6610 Foundations of Project Business Analysis
Prof. Johan Roos
Signature Assignment 1
Planning for Elicitation Assignment
Signature Assignment: Planning for Elicitation
By Group:
Mustafa Uzun, Shraddha Sherekar, Vikitha Veera
Content
1. An overview ……..………………….……………………………………………………………32. Elicitation plan ………………………………………..…………………………………………43. Project plan ……………………...…………….…………………………………………………54. References….…………………………………………………………………………………..…6
1. An Overview
Skype. It has a substantial market share (and mindshare), many people use it daily, yet nearly every core component of the program is seen as being out of date. The Skype corporation has been operating online for more than 20 years, and by spreading the word about its ability to make audio and video conversations via the internet instead of over the phone, it has grown its subscriber base.
Surveys, focus groups with observation, and floating questionnaires to clients who have used this product at least once are the finest ways to learn about the present status of the business and, consequently, the main product offering. It can be very helpful to identify the target audience and to provide useful inputs that could help define a future state for the product. Data obtained from online surveys through various e-commerce platforms with which the company has partnerships, data obtained from social media channels, and data from websites. Locals can provide insightful information that will serve as clear prompts for the company's R&D team as they plot the course for upcoming innovations or enhancements to current products.
Customer and influencer marketing-provided product evaluations are another crucial metric that may assist a business discover what consumers like and dislike about a product, as well as how they perceive its value, quality, and ability to effectively clean their teeth, among other things. The basic problem that the Skype team must overcome may be understood through root cause and opportunity analysis. Understanding the present situation of the product and the business may be accomplished with the use of this knowledge together with data from real surveys and website visitors.
2. Elicitation Plan
Elicitation Techniques:
1. Survey/Questionnaire
Stakeholders including end-users are presented with a series of questions over a survey or a questionnaire to help quantify their opinions. Following the gathering of the responses here, data is evaluated to determine the stakeholders' areas of focus that need improvement. High priority risks should be the basis for questions. Direct and clear questions are best. Closed-ended questions will help us focus on areas that we know need improvement while open-ended ones will help us comprehend what we may have overlooked.
Advantage:
The benefit of following this process is that data from a broad audience is simple to obtain and time taken to receive participants' re.
A3 Problem Solving Template v1.2 (April 2015) by Henrik Knibe.docxSALU18
A3 Problem Solving Template v1.2 (April 2015) by Henrik Kniberg and Tom Poppendieck
License: Creative Commons Attribute 4.0 International
Original link: http://www.crisp.se/lean/a3-template
Background PLAN
Current condition PLAN
Goal / Target Condition PLAN
Root Cause Analysis PLAN
Countermeasures (experiments) DO
Confirmation (results) CHECK
Follow up (actions) ACT
Owner:
Mentor:
Date:
A3: <problem statement>
http://www.crisp.se/henrik.kniberg/
http://www.poppendieck.com/people.htm
http://creativecommons.org/licenses/by/4.0/
http://www.crisp.se/lean/a3-template
A3 Problem Solving Template v1.2 (April 2015) by Henrik Kniberg and Tom Poppendieck
License: Creative Commons Attribute 4.0 International
Original link: http://www.crisp.se/lean/a3-template
Background PLAN
● Why is this important?
● Why should the reader care about this situation and be motivated to participate in
improving?
Assessment Questions
1. Is there a clear theme for the problem report that reflects the contents?
2. Is the topic relevant to the organization’s objectives?
3. Is there any other reason for working on this topic (e.g. learning purposes)?
Current condition PLAN
● How do things work today?
● What is the problem?
● Baseline Metrics?
Assessment Questions
1. Is the current condition clear and logically depicted in a visual manner?
2. How could the current condition be made clearer for the audience?
3. Is the current condition depiction framing a problem or a situation to be resolved?
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?
Goal / Target Condition PLAN
● What outcomes are expected for what reasons?
● What changes in metrics can be plausibly expected?
Assessment Questions
1. Is there a clear goal or target?
2. What, specifically, is to be accomplished?
3. How will this goal be measured or evaluated?
4. What will improve, by how much, and when?
Root Cause Analysis PLAN
● What is the root cause(s) of the problem?
● Use a simple problem analysis tool (e.g. 5 why’s, fishbone diagram, cause/effect diagram) to
show cause-and-effect relationships.
Assessment Questions
1. Is the analysis comprehensive at a broad level?
2. Is the analysis detailed enough and did it probe deeply enough on the right issues?
3. Is there evidence of proper five-whys thinking about the true cause?
4. Has cause and effect been demonstrated or linked in some manner?
5. Are all the relevant factors considered (human, machine, material, method, environment,
measurement, and so on?)
6. Do all those who will need to collaborate in implementing the countermeasures agree on the
cause/effect reasoning?
Countermeasures (experiments) DO
● Proposed countermeasure(s) to address each candidate root cause (this should be a series
of quick experiment to validate causal model analysis)
● Predicted result for e.
Presented by Jess Orr
We will cover topics including:
A3 Thinking: A Quick Refresher
When to Use an A3 vs. Other Tools
How to Engage Others in the Process
Change Management 101
The Hardest Part: Sustaining the Gains
Hosted by KaiNexus
About the Presenter:
Jess Orr
Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications.
In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. Wednesday Webinar Series
“A3 Report”
with Theresa Drulard, MEP Center Director
The University of Utah Manufacturing Extension
Partnership Center presents:
2. Manufacturing Extension Partnership National Network
National network:
• 51 centers in all states and Puerto Rico
• Public-private partnership
• Funding is determined by number of manufacturers
3. University of Utah Manufacturing Extension Partnership Center
Mission: Provide services and consulting to
increase global competitiveness for Utah
manufacturers.
Key pillars to our mission:
o Grow jobs
o Increase sales
o Increase investment
4. About
• 30 years’ manufacturing experience
• Operational excellence
• Operation management
• Cross-functional leadership
• Quality systems (ISO9001/ISO13485/GMP)
5. What we’ll learn today
• What is an “A3”
• How it is different from a standard report
• How an “A3” builds problem-solving skills
• Plan-Do-Check-Act process
• Layout and information included on an “A3”
• Templates
6. A3 Report, roadmap, storyboard…
•What is an A3 Report?
•Why?
• Use standardized method
• Build Problem Solving
Skills
• Create Shared Vision for
Solution
How to:
• PDCA tool
• Templates
7. A3 report defined
• A Toyota-pioneered practice of getting the
problem, the analysis, the corrective actions, and
the action plan down on a single sheet of large
(A3) paper, often with the use of graphics.
• A3 paper is the international term for paper 297
millimeters wide and 420 millimeters long.
• The closest U.S. paper size is the 11-by-17 inch
tabloid sheet.
Source: Lean Lexicon 5th Edition on
https://www.lean.org
8. Problem-solving template
Visual &
Concise
Tell a story
Foster
dialogue
Develop
problem
solvers
The A3 Problem Solving template lays out an entire plan,
large or small, on one sheet of paper.
It’s not the format, but the process and thinking behind it.
12. Why A3? Shared vision
When the issue is described on a single sheet of
paper, it enables everyone touching the issue to
see through the same lens.
13. Owner/date: Title:
Goal or problem
statement:
Current condition:
Background:
PLAN:
DO:
CHECK:
ACT:
Specific actions Owner Completion
Date
14. A3 Questions: Building your A3: What’s, How’s, Who’s
1. What is the problem or issue?
2. Who owns the problem?
3. What is the root cause of the problem?
4. What are some possible countermeasures?
5. How will you decide which countermeasures to propose?
6. How will you get agreement from everyone concerned?
7. What is your implementation plan – who, what, when,
where, how?
8. How will you know if your countermeasures work?
9. What follow up issues can you anticipate? What problems
may occur during implementation?
10. How will you capture and feed back the learning?
16. Title: What are you talking about Name/Coach:
Background
Brief, one or two bullets
Why are you talking about it?
Current Conditions
Summary: where do we
stand?
Problem Statement
What’s the actual
pain/condition? Just the facts.
Analysis
What is the root cause(s)?
Goal
Brief, one or two bullets
Plan
Visual
Charts
What is your proposed
countermeasure(s)
Do
What activities will be
required for
implementation?
Who will be responsible for
what and when?
Follow Up
Criteria to Verify
17. What we learned today
• Why it is called an “A3”
• How it is different from a standard report
• How an A3 builds problem solving skills
• Layout and information included on an A3
• Plan-Do-Check-Act process
• Templates
18. Additional “A3” resources
•“Managing to Learn: Using the A3
management process” by John Shook
•“Understanding A3 Thinking: A critical
component of Toyota’s PDCA Management
System” by Sobek & Smalley
•lean.org
•Google: “A3 examples” or “file type: PDF A3”
20. Contact
Theresa Drulard, MEP Center Director
theresa.drulard@mep.utah.edu
801-587-0713
www.mep.utah.edu
Follow us on social media @ UofUMEP
Editor's Notes
Hi and welcome to the University of Utah MEP Center webinar on A3 Reports. My name is Theresa Drulard and I’ll be walking you through the presentation today.
By the end of this webinar, hopefully you’ll understand the items listed here and feel comfortable enough to try your own A3. We’ll review these items at the end of the webinar so you can monitor your own learning progress.
Our topic today is all about discovering and learning to use an A3 Report. Some companies refer to this process as their Roadmap or Storyboard and it doesn’t matter to us what you call it, as long as you can do it. We’ll review what an A3 Report is, why you use it and how to build one.
The formal definition used here comes from The Toyota Production System and includes each aspect of the report. Since all related information is on one sheet of paper, the use of graphics is particularly emphasized as a communication tool for representing data succinctly.
You can think of the A3 as not just a report but a visual summary of the problem and solutions, a story about the problem, a method for fostering discussion and dialogue and a tool to support problem solving skills. There is less emphasis on the actual format of the report and more attention to the underlying thinking about the problem and solutions.
A manager’s role is to use interactions during the A3 building process to develop problem solving skills. The manager (or project owner) should ask questions, coach to root cause analysis and teach problem solving skills. It has been said that a “problem well-stated is half-solved” and this is true in building the A3 Report. Instead of simply providing a one-way update ot the manager about an issue, the A3 fosters a dialogue about the process of problem solving.
The people writing the A3 report will be the main problem solvers. They will need to go to where the problem lives to gather facts and data about the problem and begin to brainstorm possible countermeasures. A significant portion of the initial work on an A3 is focused on understanding the problem and defining what it is and what it is not.
Taiichi Ohno said that “having no problem is the biggest problem of all” which is often taken to mean that if you can’t see the problem you will never be able to fix it. An example is a manufacturing facility experiencing a high scrap rate on the production floor. Once the A3 investigation begins, you may start to document the costs to the company in lost manufacturing product, but also missed deliveries to clients resulting in lost sales, expedite fees to order extra raw materials which were unplanned for, and higher labor hours. Having such a complete understanding of the problem and all it’s related costs and impact can help the company focus and commit appropriate resources to fix it. An A3 makes the problem visible to everyone.
Once everyone understands the problem, it is easier to build support for improvements or potential changes. This buy-in will be important in avoiding push-back or other delays when it comes time to implement the changes that fix the problem.
We’ve talked a lot about why you use an A3 and the benefits of using this tool. Let’s start looking at how to do it. Here’s a simple template. There are many examples available of different layouts but in general you will see these main topics. On this example the research and investigation are shown on the left side of the sheet and the final plan, actions and verification are shown on the right side of the sheet. Using a standardized format makes it easy for an organization to share information, both for those creating the report and for those reading it.
It can be overwhelming to begin building the A3 from a blank sheet of paper, or even a blank template. We’ve provided a list of questions to get you started on building your A3. These questions address various areas of the A3 Report and are a good way to start the conversation with your team.
The PDCA (Plan-Do-Check-Act) Wheel is another great tool to standardize your approach while building the A3 Report. This information is typically captured on your A3 Report and can ensure you have a solid plan in place.
Here’s another example of a template to use while building your A3 Report. Remember that the layout of the information is not as important as communicating the story, doing a strong root cause analysis and creating a clear plan for your solution. This is a living document that will be updated throughout your continuous improvement project so pick a style that makes sense for your organization and is easy to use.
We’ve reached the end of this brief webinar and have covered all of the items listed here. Hopefully you feel comfortable enough to try your own A3. I would encourage you to select a small problem for practice and to utilize additional resources if you get stuck.
Here are a few excellent resources. Both of the books listed are available to order online. The website lean.org is a resource from the Lean Enterprise Institute, founded by James Womack, co-author of “The Machine that Changed the World”. There are many free resources available on their website including examples and articles for A3 Reports. Finally, simply searching on the internet can provide many examples and information on A3 reports.
Here are a few excellent resources. Both of the books listed are available to order online. The website lean.org is a resource from the Lean Enterprise Institute, founded by James Womack, co-author of “The Machine that Changed the World”. There are many free resources available on their website including examples and articles for A3 Reports. Finally, simply searching on the internet can provide many examples and information on A3 reports.
Thank you for your time today. If you still have questions or comments, please contact us at 801.587.0713 or the email listed here. Good luck!