SEMP | SESG August 22, 2014
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Transcript of SEMP | SESG August 22, 2014
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SEMP | SESGApril 22, 2023
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SESG | Project scope
Volvo Aero FactoryVolvo Aero Factory
Production cellProduction cell
FunctionFunction
C-SUPC-SUP
Technical
OrganizationOrganization
”Ideal Factory” project”Ideal Factory” project
TeamTeam
SE student
SE student
Social
PrinciplePrinciple
Process / methodProcess / method
ProcedureProcedure
A3A3
Means
Time: Jan-May 2011
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SESG | Why A3?
• SEMP - Method of choice
• LEAN is hot! A3 as a mean to more LEAN thinking and doing
• A3 a mean to attack and improve the “as-is” condition (communication and documentation) at VAN
• VAN ”as-is”:
• ”Hands-on” and verbally culture less formalized documentation loss in important feedback and waste of time discussing same issues many times
• Meetings as means to execute teamwork need to be effective and efficient
• Information often scattered in several files, and in different formats much time is spent finding information
• The overview/context is often unclear, forgotten, or ignored
• A3 thinking is a part of Volvo Production System (VPS)
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Definitions and abbreviations
A3 purpose
Introduction and background
System concerns
General system description
Model descriptions
Description of as-is situation
Some key requirements
A3 hierarchy
References
Meta dataTitle
Model descriptions
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Definitions and abbreviations
A3 purpose
Introduction and background
System challanges
General system description
Model descriptions
Description of as-is situation
Some key requirements
A3 hierarchy
ReferencesModel descriptions
Meta dataTitle
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Top-level functional
Functional model
Functional model System example interface
System elements
Physical model
Meta dataTitle
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Meta dataTitle
A3 purpose
Introduction and background
Need statement
As-is description
Example implementation Physical data-flow
model
Description of concept
Physical model
Challenges
Top-level use cases
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SESG | Top-level findings
Systematic and structured way to document
Good way to support
communication
To much information at once
Resistance to change current documentation procedures
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SESG | Findings – Success factors
Format and tools• No need for new SW, use PP/Visio
• Piece of paper and pencil to get going
• Not to be complete or formal
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SESG | Findings – Blockers and limitations
Format and tools
• Continuing the world of PP-engineering
• No dynamic link between A3’s if not specific made in the PP itself, compared to eg. SysML
• Resistance to change to A3 from the lovely A4
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SESG | Findings – Success factors
Visualization (A3 content)
• Overview (combination of models and text)
• Turning tacit knowledge into explicit knowledge
• Create awareness and status picture fast
• Trigger questions and concerns, and changes in models/views and text
• Great way to spread information
• ”Poster effect”
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SESG | Findings – Blockers and limitations
Visualization (A3 content)
• Too much information at once
• Totally new way of structuring information, meaning many views at once
• May seem fuzzy at once, with no clear reading path
• No clear link between text A3 and model A3
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SESG | Findings – Success factors
Dynamic/focus
• Inclusive by relating to the participants
• Capture need for changes in text/models in real-time
• Great way to create attention and further get feedback by removing the people from the big screen to the A3 on the table
• ”Force” people to prepare for meetings
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SESG | Other findings
Other findings
• Models are ”always” the center of attention during sessions
• Text supports the author when guiding the participants through the A3
• Text is often read when A3 is given in advance
• Text important if A3 is stored as system documentation
• Some models don’t connect well to particular stakeholders (abstract models)
• Force author to think of level of detail and level of abstract
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SESG | Recommendations• Lecture exposed/involved stakeholders on ”A3 101”
• Make the A3(s) our A3’s, not mine A3
• Try to give or make A3 available before a session
• Remember to guide the participants through the A3
• Included a defined area in the A3 where notes, questions, tasks, etc can be placed
• Combine elements from Borches cookbook and the traditional Toyota problem solving A3
(especially visualizing the as-is and to-be)
• Try to use A3 on smart board, reducing the need to print
• Person responsible for A3 making must be given time to work with the A3
• Combine text and models into one A3 when dealing with smaller issues and topics
• Borches cookbook as a guide to help think A3
• Experiment with A3 and PP as a mean to support specific views
• Be aware to stop A3 developing when ”good enough”
• Do not focus to much on specific models/views
• Tools used to create is not the most important in A3 thinking