Advanced problems solving using A3 Report - January 2017
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Transcript of Advanced problems solving using A3 Report - January 2017
A3 Reporting Introduction
Thinking win, Win, WIN
A3 ReportsIntroduction to A3 Reports
Marek Piatkowski – January 2017
Thinking win, Win, WIN
A3 Reporting Introduction
Thinking win, Win, WIN
Introduction - Marek Piatkowski Professional Background
Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from 1987-1994
TPS/Lean Transformation Consulting - since 1994 Professional Affiliations
TWI Network – John Shook, Founder Lean Enterprise Institute (LEI) – Jim Womack Lean Enterprise Academy (LEA) – Daniel Jones CCM/CAINTRA – Monterrey, Mexico SME, AME, ASQ, CME
Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com
A3 Reporting Introduction
Thinking win, Win, WIN
Anatomy of A3 Report A3 reports get their name from the paper size used to print them.
In their purest form, they are reports written on a single sheet of A3 (or 11” x 17”) paper.
This is a paper size that works well for presenting the essential elements of a single idea, with enough information to make a decision about it.
Larger sizes of paper contain too much information, and the large format paper can become clumsy. An 11 x 17 document is just right - it has enough room for a concise chunk of knowledge, and it fits within the average person’s field of vision.
The readers may focus on one part at a time, but they can always see the whole.
This could be an answer to a Power Point fluff
A3 Reporting Introduction
Thinking win, Win, WIN
Advantages of using A3 Report The A3 Report is a way to look with “new eyes” at a specific
problem or an objective identified by direct observation or experience
Root cause analysis is not new to problem solving, but the A3 Report offers a simple and consistent way to achieve and document it.
Creating the Target Condition is easy because we so deeply understand what is wrong with the Current Condition.
There is tremendous power in having a single problem solving method in which management and staff members develop confidence
A3 Reporting Introduction
Thinking win, Win, WIN
Elements of the A3 Process
The A3 Report Itself The A3 Review Process
A3 Reporting Introduction
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Purpose of the A3 Report and Process
P-D-C-A Logical Thinking Process Engaging the Organization Types of A3 Reports
Practical Problem Solving Strategy Deployment - Hoshin Kanri Proposals – new equipment, new layout,
new organizational changes, … Status Report And more …
A3 Reporting Introduction
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Mary, Quality Inspector
Coach, Isao
Chip Process
Mount & Crimp InspectionIPunch Press
Isao
Device-K Assembly Shop
I
I#1#2#3
2 Shift 1 Shift
Reducing DefectsIn AssemblyProblem Solving A3
A3 Reporting Introduction
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Title: Reduce Scratches in Assembly ( Leader: Mary )1. Background
3. Target
4. Analysis
Shop: Device-K Assembly
Update: Dec. 15, 2010
Coach
AndyDec. 15, 10
Manager
5. Countermeasures and plan
6. Result & next challenge
- Device-K is our next main product!- Increase in variety of mounting/casing types
- Quality is a key success factor in assembly as well as in the chip process
Device-K Sales Plan by Product TypeSales 380% # of Major
Types 3 10
Device-K Sales Plan by Product TypeDevice-K Sales Plan by Product TypeSales 380%Sales 380% # of Major
Types 3 10
# of Major Types
3 10
# of Major Types
3 10
2. Current state (Based on November data)
Actual output
First Pass Rate (FPR) target
Mp
Demand
Yield Rate targetYield Rate actual FPR actual
Actual output
First Pass Rate (FPR) target
Mp
Demand
Yield Rate targetYield Rate actual FPR actual
First Pass Rate (FPR) target
Mp
Demand
Yield Rate targetYield Rate actual FPR actual
Mp
Demand
Yield Rate targetYield Rate actual FPR actual
Scratches are most often identified at inspection: 48%of assembly defects
End of November, 2008Metrics Target ActualOutput /Demand 100% 99.2%Yield Rate 97% 85.2%First Pass Rate (FPR) 90% 65.1%
End of November, 2008Metrics Target ActualOutput /Demand 100% 99.2%Yield Rate 97% 85.2%First Pass Rate (FPR) 90% 65.1%
Not improved in these three months!
92% of defects were caused by Assembly!
Bad chip
Assembly defects
Bad Chip vs. Assembly Defects
Bad chip
Assembly defects
Bad chip
Assembly defects
Assembly defects
Bad Chip vs. Assembly DefectsMost scratches are repaired by re-polishing = Waste!
re-polishing
NG:Scratches
Inspection
About 20 sec. /p
(1) Z eroscratches!(2) Reduce missed crimps of 12% FPR = 90%
* Based on November data
4-2. Trial-1: On-line inspection just after line #1 crimper
Exit of crimper On-line inspection!
4-3. Second observation: types of scratches
Straight28%
Rounded70%
Others2%
Fixing crimper head 4 also reduced missed crimp defects. Observed only in line #2 Next go see-2
Observed in all lines Punch press?
4-4. Hypothesis & go see-2: First step of assembly line #2?
From punch press Straight scratches are observed here!
Entrance of line #2
Blade spring
Small pimple!
#123
4
Action itemFix crimper head
Dec. 5th 12th 19th 26th Jan.
Fix blade springOn-line inspection Trial Prep. 2-shift inspection
Responsibility StatusDoneDoneOn track
Mary & Jack with Facility Team
JimmyMgr. Assembly
Reduce inventories between processes
Stop machines alternativelyMaintainImplement VM Team On
track
2nd week of Dec, 2008Metrics Target Actual
Yield Rate 97% 95.0%FPR 90% 90.2%
2nd week of Dec, 2008Metrics Target Actual
Yield Rate 97% 95.0%FPR 90% 90.2%
(1) Remaining Defects1) Scratches (2%)2) Missed crimp (1%) 3) Others
(2) “Why”after current countermeasures1) Broken head – why?2) Pimple – why?
#2#3
#1
#2#3
#1
#2#3
#1
4-1. Hypothesis & go see -1: Assembly line #2?
Problem Solving A3
A3 Reporting Introduction
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WorkSmelt aluminum with 4 induction furnaces and 1 reflection furnace
Distribute the solution by lift truck after adjusting elements
2
Procedure Summary3
Element adjusting distributionBase Metal
MeasuringReflection furnace
throwInduction furnace
Start manufacturing of New product (ISU head) in August
Plan to increase production in November
Department plan
It is determined that reflection furnace will be used
Impossible with the current rate of operation
Unpractical countermeasure for production increase
1
2
3
II. Background (reason for tackling this problem)
Reflection 310Furnace $/T
Induction 430 Furnace $/T
Comparison of energy cost
TL RV JM TO Theme: Increase Operational Availability of Reflection Furnace
Section 1Section 2Section 3Section 4
5
44
MEGroup 111
Group 112Group 211Group 212
Casting Dept
Structure1
I. Outline of Workplace
• Standard: 90 % operation will be required on all reflection furnaces• Discrepancy: between Standard and the Current Situation is 5%
• Current situation: 85% operation on all reflection furnaces• Extent: 85% operation has been occurring since July 1, 2006 Rationale: increasing operation of reflection furnace will improve productivity
and meet required production demands for a new product (ISU Heads
III. Analysis of current situation – pinpointing the problem
Current rate of operation 85% Increase to 90% (by October)
Average breakdown per month 41 Decrease to 20 or less
IV. GOAL
•There are two potential causes of not being capable of meeting our future operation rate of 90% 1. too many breakdowns
2. too much time spent doing maintenance• Examination of records shows present level of maintenance is planned• Investigation found largest cause of breakdowns is Clamp Misoperation
▲ Problem: Cannot meet future production requirements at current operation rate
WHY? Larger percent of breakdown WHY? 52% of breakdowns due to clamp misoperation WHY? Sliding part in clamp guide bar binding WHY? Spring on guide part not moving freely WHY? Dirt build up in grease on spring WHY? No seal on housing for spring on clamp guide bar (ROOT CAUSE)
V. CAUSE ANALYSIS
• Two countermeasures will be tested to address the root cause1. Clean springs frequently (short term)2. Install seals in spring housing (long term)
• Root cause will be tested by cleaning to remove dirt build up• If binding is eliminated seals will be ordered as permanent countermeasure• Cost of seals (less than that of cleaning) is justified by their long term effectiveness
VI. COUNTERMEASURES
Date: 1/5/2007
•Compile weekly breakdown reports, including % of operation and % of breakdown•Determine % of daily breakdowns due to clamp misoperation•If clamp misoperation still accounts for more than 2% breakdowns, it will be re-analyzed
Average %
of operation
What Where Who when
Clean Springs On guide bars Maintenance 1/15/07
Check Impact of Cleaning Springs
Inspect Springs DailyReview Breakdown Reports TL (self) 1/17-31/07
Order dust seals Through company Purchasing Dept. Group Leader 2/1/07
Insert dust seals Sliding part of guide bar Maintenance When seals received (3/1/07?)
VII. IMPLEMENTATION
VIII. FOLLOW-UP
5%
10%
85%
Operations
Required Maintenance
Breakdown5%
5%
90% Operations
Required Maintenance
Breakdown
5%
5%
90% OperationsRequired Maintenance
Breakdown
717%
410%
2152%
921%
Clamp Misoperation
Chain Slack
Cluch Slipping
Other
DiscrepancyStandard
80
90
100
1/15 1/30 2/15 2/28 3/15 3/30
ExpectedTarget
Problem Solving A3
A3 Reporting Introduction
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Date: A3 REPORT - PROBLEM SOLVING
VI. Countermeasure
VII. Cost/Benefit Analysis
III. Current Condition
IV. Cause Analysis
II. Background
Orig.
V. Target Condition
IX. Follow-UpPlan Actual Results
Approval:I. Theme V.P. G.M. GLM DLM Mgr.
When?VIII. Implementation PlanWhat? Where? Who?
Problem Solving A3Template
Problem Solving A3 Report Review Date:Presented by:Title / Theme:
Background Information:
Current Situation – Problem Identification:
Target:
Root Cause Analysis:
Proposed Countermeasures:
Monitor Results and Standardize:
A3 Reporting Introduction
Thinking win, Win, WIN
Advantages of using A3 Report The A3 Report is a way to look with “new eyes” at a specific
problem or an objective identified by direct observation or experience
The graphic nature of the A3 Report contributes to deep understanding of the current condition and the target condition
Root cause analysis is not new to problem solving, but the A3 Report offers a simple and consistent way to achieve and document it.
Creating the Target Condition is easy because we so deeply understand what is wrong with the Current Condition.
There is tremendous power in having a single problem solving method in which management and staff members develop confidence
A3 Reporting Introduction
Thinking win, Win, WIN
Structure of Generic A3 Report The information on the report should “flow”. A3 report should
have a clear starting point and a clear finishing point. It resembles a P-D-C-A process
A perfect A3 Report should answer any possible questions that your audience might have regarding a selection and a solution to this problem
Some basic elements that should appear on every report are: Theme or a Title Problem Background Information Description of a Current Situation – Problem Description Targets and Objectives Root Cause Analysis of Current Situation Proposed Countermeasures Implementation Plan Follow up and Review of Results
A3 Reporting Introduction
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Theme or a Title A3 report is designed to solve a single problem or an issue;
therefore every report should start with a single “theme” or a title. Some basic elements appear on every report:
Title - clearly state the name of your activity Author’s name or Team members names and contact information Date it was created or reviewed References
The theme indicates the problem being addressed, and is fairly descriptive. The theme should focus on the problem, and not promote a particular solution.
These common elements help the reader identify at a glance whether or not the report is of interest to them, and find out where to go for more information
A3 Reporting Introduction
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Problem Background The background of a A3 report should be a concise statement of
what the A3 report is all about. It should answer the question, “What are we trying to do here?”
The background section includes any appropriate or background information necessary to fully understand the issue and importance of the problem.
Items that might be included in this section are: How the problem was discovered and where the problem occurred Why was this problem selected? What is a problem? How does this problem relate to the organization’s goals, objectives
or values What impact does this problem have on equipment, processes,
customers, people, organizational structure, activities, the various parties involved, etc …
A3 Reporting Introduction
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Current Condition Before a problem can be properly addressed, one must have a
firm grasp of the current situation. If the analysis of causes is done properly, then the problem is already half-solved.
Observe the work processes first hand, and document one’s observations.
Create a diagram that shows how the work is currently done. Any number of formal process charting or mapping tools can be used, but often simple stick figures and arrows will do the trick.
Quantify the magnitude of the problem (e.g., % of customer deliveries that are late, number of stock outs in a month, number of errors reported per quarter, % of work time that is value-added); if possible, represent the data graphically.
A3 Reporting Introduction
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Targets and Objectives Targets are numeric values that show what level of improvement
must be achieve. It is important to express targets quantitatively whenever
possible. Targets and Objectives are SPECIFIC and PRECISE. Goals are the
“concept” Objectives measure progress being made toward the achievement
of a goal. They declare what will be accomplished by a certain date.
Objectives should have a single aim and end-product or result that is easily verifiable.
Objectives should start with a verb (an action - what), a target (how much of what), and a date (when this will be accomplished)
A3 Reporting Introduction
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Root Cause Analysis of Current Condition For the A3 Report, the current condition needs to be an image
illustrating how the current process works. It’s important to label the diagram so that anyone knowledgeable
about the process will be able to understand it. Major problems also need to be included. Put them in storm bursts
so they are set apart from the diagram. Hand-drawn diagrams (in pencil) are often the most effective
because they can be done quickly and changed easily on-the-spot.
A3 Reporting Introduction
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Recommended Solution – Countermeasure Toyota calls the improvements countermeasures (rather than the
ever-present “solutions”) because it implies that: We are countering a specific problem, and It is what we will use now until we discover an even better
countermeasure The countermeasures address the root cause while conforming to
the three basic principles for design of organizational systems: Work activities are specified according to content, sequence, timing,
and outcome Connections between entities clear, direct, and immediately
comprehended Pathways are simple, direct, and uninterrupted; are all the steps
value-added Once the current situation is fully understood and the root causes
for the main problem have been unveiled, it’s time to develop some countermeasures.
Corrective action are the changes to be made to the work processes that will move the organization closer to objective, or make the process more efficient, by addressing root causes.
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Implementation Plan In order to reach the target state, one needs a well thought-out
and workable implementation plan. The implementation plan should include a list of the actions that
need to be done to get the countermeasures in place and realize the target condition, along with the individual responsible for each task and a due date.
Other relevant items, such as cost or resources may also be added.
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Follow up and Review of Results Process improvement does not end with implementation. It is very important to measure the actual results and compare to
the predicted objective. If the actual results differ from the predicted ones, research needs
to be conducted to figure out why, modify the process and repeat implementation and follow-up (i.e., repeat the A3 process) until the goal is met.
After we demonstrate that our proposed countermeasures created actual solutions to a problem than we need to update the existing process (standardize) and monitor results on frequent basis – did we fix the problem long term?
A3 Reporting Introduction
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A3 Review Process Steps
Discussion between the Author (Owner) and the Coach
1. Assignment of a Problem – Problem Description2. Review and acceptance of the Problem Situation
Title, Background, Current Conditions, Goals & Targets
3. Review and acceptance of the Problem Analysis4. Review and acceptance of Proposed Countermeasures5. Review and acceptance of the Implementation Plan6. Implementation and Progress Review
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Problem Solving - A3 Report A3 Report analyzes a problem or an improvement proposal, then
presents a recommended course of action to achieve this objective
The objective nature of the A3 creates safe and acceptable problem solving process; it is never critical of an individual's work.
The graphic nature of the A3 contributes to deep understanding of the current conditions and the target conditions
By receiving and reviewing a report, manager can confirm that his message has been properly conveyed and understood
Once the A3 Report is approved than it becomes a method and a “road map” towards solving the problem or achieving an objective.
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What is a “Good” A3 Report An A3 Report contains objective facts, technical data and
“resolves” a problem. It tells a story But being technically “right” is only half the battle… A good A3 should engage and align the organization It forces us to have structured discussion with all stakeholders in
the process and create an acceptable solution that works What really makes an A3 a “good one” is not the specific
collection of facts and data that tell how I will solve this problem A good A3 is a reflection of the dialogue that created it
Hoshin Kanri - Departmental Improvement PlanBusiness Unit VP
Plant Manager
Dept. Manager Supervisors Project
Teams
True North
Strategy DeploymentHoshin Kanri
Improvement Project A3 Project Leader creates a
PLAN portion of A3 for each project
Each A3 PLAN is approved by a Project Leader’s Coach
Plan of Activities – Project A3s
A3 Format
DepartmentalObjectives
Identify and prioritize improvement projects
Select: Project Leader, Project Coach and Improvement Team
List of projects and activities
A3 Format
Approved Projects and Activities – Plan
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Changing the World. One Transformation at a timeThis presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproducedwithout written permission from:
Marek PiatkowskiW3 Group Canada Inc.iPhone: 416-235-2631
Cell: 248-207-0416
[email protected]://twi-network.com
Thinking win, Win, WIN
A3 Reporting Introduction
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