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.
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.
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.
Lean six sigma explained: Beginners trainingQualsys Ltd
A free online introduction to Lean six sigma principles.
Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
Toyota Kata How to Use the Key Improvement Kata FormsRichardCGreen
The standard Improvement Kata / Coaching Kata forms in this SlideShare help you operationalize the IK/CK patterns in your organization. They are being used by Kata practitioners worldwide, and within the A3 format
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.
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.
Lean six sigma explained: Beginners trainingQualsys Ltd
A free online introduction to Lean six sigma principles.
Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
Toyota Kata How to Use the Key Improvement Kata FormsRichardCGreen
The standard Improvement Kata / Coaching Kata forms in this SlideShare help you operationalize the IK/CK patterns in your organization. They are being used by Kata practitioners worldwide, and within the A3 format
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.
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
Recorded webinar: http://slidesha.re/1jKwkjg
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
Quality improvement has been a long concern for any organizations. Six sigma in this case is an efficient tool to gain service excellence that is imroving the capability of business. This tool is basically based on statistics, focused on process,followed by a data-driven methodolgy. With an aim to improve the output quality, which includes risk and/or fault identification and applying procedure to minimize the risk, six sigma serves the purpose of defect reduction and a boost up of employee morale, profit and services. The integration of defect detection and minimizing it hence improving the quality of service is the main concern here.
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
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The A3 provides a disciplined way of reporting on problems that encourages a disciplined way of solving problems.
Toyota's relentless dedication to continuous improvement is what gives them their greatest competitive advantage. To this end, the principle of PDCA: Plan Do, Check, Act is engrained throughout their corporate culture. Just as ingrained, and equally valuable, is the flexible, yet precise, reporting system, which is married to the process. All about efficiency, every report must be confined to one side of an A3 (11 x 17-inch) sheet of paper; hence the report is known as the A3.
The A3 report can be used to propose solutions to problems, give status reports on ongoing projects, and report results of information gathering activity.
A3 is not about generating more paperwork, but it is all about creating a process and a mindset that are uncompromising in their dedication to improvement. Diligently applying the process, thinking, and tools described in this presentation will dramatically improve the effectiveness of those individuals involved, and when spread through an organization, will quickly result in a culture of genuine improvement.
While this system grew out of automotive manufacturing, it is proven to be broadly applicable to almost any management system.
This A3 Thinking training guide emphasizes the discipline required to generate an A3 report. It covers everything needed to execute a rigorous reporting system. You will learn the step-by-step A3 problem solving process from problem identification to resolution in a fashion that fosters learning, collaboration, and personal development. The problem-solving team records the results of investigation and planning in a concise, two-page document (the A3 report) that facilitates knowledge sharing and collaboration.
LEARNING OBJECTIVES
1. Understand the principles and significance of A3 thinking in continuous improvement.
2. Learn the step-by-step A3 problem-solving process, from theme development to follow- up.
3. Acquire proficiency in utilizing A3 problem- solving tools for effective analysis and decision- making.
4. Develop skills for creating clear, concise A3 reports and gain practical tips for successful problem- solving.
CONTENTS
1. Introduction to A3 Thinking
2. A3 Problem Solving Process
3. A3 Problem Solving (Storytelling) Tools
4. Form and Style
5. Practical Tips for Success
Go and See: why go to the gemba and what to do when you are thereChet Marchwinski
The slide deck for out recent free webinar "Go and See" offers tips for what you should do when you go to the "gemba," Japanese for the "actual place" where value is created.
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/
Basic 8D Problem Solving Tools & Methods - Part 1Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 1st of a 3 part presentation.
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!
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Slide show to be used with the OPCOM Implementation Team's working groups. Discusses Baldrige, systems theory, SIPOC, and process mapping
Updated 10/20/2008 by PAS.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
Simple demonstration for the PDCA tool that was popularized by Edwards Deming as a continuous quality improvement tool.
Deming has credited Walter Shewhart (American physicist, engineer and statistician) for inventing the tool
Toyota Kata presentation for the Agile Finland communityTeemu Toivonen
An introduction to Toyota Kata presentation that I gave for Agile Finland. The presentation includes:
* Toyota Kata overview
* Introduction to the Improvement Kata
* Introduction to the Coaching Kata
* Introduction to A3 templates
* My experiences of getting started with Toyota Kata
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.
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
Recorded webinar: http://slidesha.re/1jKwkjg
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In today's world of rapid change, it's increasingly important for organizations to build rapid problem-solving and execution capabilities.
In this webinar, you'll learn how to use Kaizen Events (aka Rapid Improvement Events) and the elements of Kaizen Events to not only get fast results, but to also change organizational paradigms and behaviors.
Quality improvement has been a long concern for any organizations. Six sigma in this case is an efficient tool to gain service excellence that is imroving the capability of business. This tool is basically based on statistics, focused on process,followed by a data-driven methodolgy. With an aim to improve the output quality, which includes risk and/or fault identification and applying procedure to minimize the risk, six sigma serves the purpose of defect reduction and a boost up of employee morale, profit and services. The integration of defect detection and minimizing it hence improving the quality of service is the main concern here.
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
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The A3 provides a disciplined way of reporting on problems that encourages a disciplined way of solving problems.
Toyota's relentless dedication to continuous improvement is what gives them their greatest competitive advantage. To this end, the principle of PDCA: Plan Do, Check, Act is engrained throughout their corporate culture. Just as ingrained, and equally valuable, is the flexible, yet precise, reporting system, which is married to the process. All about efficiency, every report must be confined to one side of an A3 (11 x 17-inch) sheet of paper; hence the report is known as the A3.
The A3 report can be used to propose solutions to problems, give status reports on ongoing projects, and report results of information gathering activity.
A3 is not about generating more paperwork, but it is all about creating a process and a mindset that are uncompromising in their dedication to improvement. Diligently applying the process, thinking, and tools described in this presentation will dramatically improve the effectiveness of those individuals involved, and when spread through an organization, will quickly result in a culture of genuine improvement.
While this system grew out of automotive manufacturing, it is proven to be broadly applicable to almost any management system.
This A3 Thinking training guide emphasizes the discipline required to generate an A3 report. It covers everything needed to execute a rigorous reporting system. You will learn the step-by-step A3 problem solving process from problem identification to resolution in a fashion that fosters learning, collaboration, and personal development. The problem-solving team records the results of investigation and planning in a concise, two-page document (the A3 report) that facilitates knowledge sharing and collaboration.
LEARNING OBJECTIVES
1. Understand the principles and significance of A3 thinking in continuous improvement.
2. Learn the step-by-step A3 problem-solving process, from theme development to follow- up.
3. Acquire proficiency in utilizing A3 problem- solving tools for effective analysis and decision- making.
4. Develop skills for creating clear, concise A3 reports and gain practical tips for successful problem- solving.
CONTENTS
1. Introduction to A3 Thinking
2. A3 Problem Solving Process
3. A3 Problem Solving (Storytelling) Tools
4. Form and Style
5. Practical Tips for Success
Go and See: why go to the gemba and what to do when you are thereChet Marchwinski
The slide deck for out recent free webinar "Go and See" offers tips for what you should do when you go to the "gemba," Japanese for the "actual place" where value is created.
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/
Basic 8D Problem Solving Tools & Methods - Part 1Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 1st of a 3 part presentation.
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!
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Slide show to be used with the OPCOM Implementation Team's working groups. Discusses Baldrige, systems theory, SIPOC, and process mapping
Updated 10/20/2008 by PAS.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
Simple demonstration for the PDCA tool that was popularized by Edwards Deming as a continuous quality improvement tool.
Deming has credited Walter Shewhart (American physicist, engineer and statistician) for inventing the tool
Toyota Kata presentation for the Agile Finland communityTeemu Toivonen
An introduction to Toyota Kata presentation that I gave for Agile Finland. The presentation includes:
* Toyota Kata overview
* Introduction to the Improvement Kata
* Introduction to the Coaching Kata
* Introduction to A3 templates
* My experiences of getting started with Toyota Kata
Kata skill @ novice: 5 Common Themes of Novice SkillBeth Carrington
Here are 5 common themes I've seen when a Learner and a Coach have Kata Skill at Novice, this presentation shares those illustrated with a Healthcare Example.
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.
Toyota Kata Presentation for ITSM.fi TOP 10 ConferenceTeemu Toivonen
A presentation about Toyota Kata for the ITSM.fi TOP 10 Conference. The presentation covers:
* What is a learning organization
* Introduction to Toyota Kata and mapping it to the learning organization model.
* Introduction and example of Improvement Kata
* Introduction to Coaching Kata
* Introduction to A3 - templates
Toyota Kata - from "Lean Implementation" to a "lasting Lean Transformatio…Dario Spinola
This is an introductory presentation about Toyota Kata and its approach to deliberately developing skills for consistently and sustainably achieving challenging target conditions, in the contrast of usual lean implementation projects.
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.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
Applying Strategy Deployment to Your Personal GoalsKaiNexus
Presented by Jess Orr
This webinar covers topics including:
- Grasp the basic concepts of the Hoshin Kanri strategy deployment process
- Contrast the Hoshin Kanri approach with other strategy and goal-setting methods
- Learn how to use the Hoshin process for personal goal development and execution
- Gain actionable understanding of how you can apply Hoshin Kanri in your own life
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.
Rescuing and Reviving Troubled Software ProjectsBarry Curry
This presentation guides the audience through a well proven process for rescuing and reviving troubled software projects and is based on over 20 years of experience in industry. From investigation to re-planning, kick off and running the project, tools and techniques for project rescue are described that can be applied to all types of software projects. This practical and effective approach provides a unique insight into what is required to rescue a project and get that project back on track.
A project manager supervises the planning and implementation of various activities in a business setting a project manager usually leads a team of employees and assists with setting goals, time limits and developing work flow charts and project plans. An individual in this arrangement should have both management and people skills as well as superior written and verbal communication skills.
Anyone playing a leadership role, formally or informally, on any kind of project, they act as a project managers. So in order to manage our projects effectively project management plays an essential role
MUTUAL FUNDS (ICICI Prudential Mutual Fund) BY JAMES RODRIGUESWilliamRodrigues148
Mutual funds are investment vehicles that pool money from multiple investors to purchase a diversified portfolio of stocks, bonds, or other securities. They are managed by professional portfolio managers or investment companies who make investment decisions on behalf of the fund's investors.
2. Understanding the context
Project size
• Not a lot of large projects
(> 100 ke)
• Small and mid sized projects
Personal background
• 10+ years of project
experience (pm and owner)
• Experience with traditional
project methods, Lean and
Agile
Organizational background
• Limited project management
experience
• Ad hoc working culture
• Management desire to
transition to a more
systematice way of working
Traditional project management
• The track record for a lot of
the established methods is
not pretty
• Likelihood of success is small
especially considering the
organizational background
3. Searching for inspiration
What are the success stories in small and mid
sized projects?
Scrum Toyota Kata
Neither one directly fits the context, but they contain the ideas
needed to succeed!
4. What problems are we trying to solve with the A3-method?
• Misalignment between PM and owner
• Problems surface too late
• Illusions about the starting condition
• Poor communication to stakeholders
• Project management methods are too heavy and bureaucratic
• Target is unrealistic
• No (or too little too late) feedback
• Sticking to the plan
• Not enough guidance from owner
• The big picture is unclear
• Results are not sustainable after project
• Focus on deliverables instead of purpose
• Focus on execution instead of adaptation to reality
• No real learning from project to next projects
• Ad hoc way of working
… and many more. What is your favorite problem?
5. A3-method principles
Go and see
Plan-Do-Check-Act
Visualization
-
create a shared mindCommunicate status
regularly and clearly to
stakeholders
Fail fast
Focus on learning
Frequent face to face
communication
Quick feedback loops
Bias for action
Blame free culture
Understand why
-
Clarity about the big picture
Purpose over
deliverables
Light weight
PM-model
Always know the
next step
6. Although there are a lot of important principles and
ideas behind the A3-method, keeping it simple and
easy to learn and use is key.
The A3-method has is designed in a way that you do
not need to understand all the underpinnings to get
the results. Instead you get an easy to use
systematic working method.
7. A3-method roles
Team member
• Participates in the work
• Understands the context
• Varying participation
Stakeholder
• Has a stake in the project
• Up to date at all times
• Can contribute through
commenting
Project Manager
• Project execution
• Communication
• Analyses
• Follows the A3-method
Project Owner
• Sets the vision
• Initial challenge
• Escalation channel
• Coach the A3-method
In this presentation the focus is on the roles of the project manager and owner
8. A3-process
Long term vision
”North Star”
+
initial challenge
1. Understand the direction + initial
challenge
2. Understand the current condition
3. Define the Next target condition +
initial plan
4. Experiment your way to the target
5. Reflect, stabilize and start over
Next target
condition
A good target
condition is abouth a
month or two away
PDCA-experiment
1. Hypothesis
2. Experiment
3. Result
4. Learning
PDCA experiment
your way to the target
Current condition
Understand deeply
10. Project manager and owner
collaboration
High frequency face to face communication is a critical
component of success. In the initial planning phase everyday is
ideal. During the execution phase once a week is a good goal.
11. Setting the stage
The project owner has the main responsibility
for this phase.
Clarify the
direction
Set the initial
challenge
Define
restrictions
Plan the first
steps +
communication
plan
12. Understanding the current condition
The project manager has the main responsibility
for this phase. Go and see is the philosophy.
Understand the
current situation
by thorough
analyses
Give feedback, ask
for clarifications
and additional
research if needed
Document the
current situation
concisely and
based on facts
It’s a lot harder
to really see than
you’d guess
13. Setting the target condition
The project manager has the main responsibility for this phase. A target
condition describes both the outcome and process and can be achieved in 1-
3 months . In the beginning shorter is better for learning.
Define the next target
condition and analyze
obstacles
Give feedback and
ensure alignment
with “north star”
Make initial plan
(outline) on how to
get to the next target
condition. Plan first
steps in detail.
A good target condition is both
challenging and mindful of the
restrictions of the project.
The plan is not detailed except for
initial steps. Think of rolling wave
planning.
14. Execute and adapt
The project manager has the main responsibility
for this phase.
Make more detailed
plans in a JIT fashion.
Execute plan with a
experimentation
mindset.
Give feedback and
ensure alignment
with “north star”
and target condition.
Adjust plan according
to learning. Frequent
F2F meetings with
owner about progres
Rolling wave planning.
Executions as experimentation.
Fail fast and find a way by learning.
Frequent meetings between pm and
owner .
15. Executions as PDCA experiments
What is your hypothesis?
Design a quick experiment
What is the expected outcome?
Run the experiment
“quick and light”
What was the actual outcome?
Was it what you expected?
What did you learn?
Time for update plan!
or
How do I sustain the results?
Points of emphasis
Short iteration cycles Go and see Focus on learning
16. Mindset: Navigate towards the target with experiments
Find the route to the target by
learning from experiments and
focusing on the next step forward
based on that learning
17. Check – did we get there?
The project manager has the main responsibility
for this phase.
A fact based review
about the
results, process and
learning.
Give feedback to pm
about results and
process.
Give feedback to
owner about his role
and coaching.
An honest reflection about the
results and process based on facts.
18. Adjusting to the results
The project manager has the main responsibility
for this phase.
Plan how will we sustain
the results that were
achieved. Schedule
checkup meetings.
Give feedback.
Initiate a follow up
project if needed.
Plan on how, when and
to whom the project
learning will be shared
with.
Although the project phase ends
the follow up action items need to
be planed and scheduled to
sustain the results and share
learning.
19. The project owner as a coach
In addition to the traditional
responsibilities of the project
owner he/she acts as a coach
to the project manager in
regards to the A3-method. So
we are aiming both to get
successful projects and
develop our A3 capability.
20. Adjustments
This presentation was about the basic recipe of
the A3-method. Of course in real life
adjustments have to be made according to the
circumstances.
21. A3-process
Long term vision
”North Star”
+
initial challenge
1. Understand the direction + initial
challenge
2. Understand the current condition
3. Define the Next target condition +
initial plan
4. Experiment your way to the target
5. Reflect, stabilize and start over
Next target
condition
A good target
condition is abouth a
month or two away
PDCA-experiment
1. Hypothesis
2. Experiment
3. Result
4. Learning
PDCA experiment
your way to the target
Current condition
Understand deeply
Editor's Notes
Own experience with these (SCRUM MASTER and PO),Common history at Toyota for both these methods
Examples: 1. Frequency of meetings. 2. Live meetings vs communication tools 3. Who sets the direction – in some cases PM?