12. Common Components of the A3 Report
Theme: Owner:
Plan Do, Check, Act
Theme: ________________________________ ________________________________
Background Countermeasures / Implementation Plan
Current Condition
Effect Confirmation
Target Condition / Measurable Objectives
Follow-up Actions
Root Cause & Gap Analysis
14. Common Components of the A3 Report
Theme: Owner:
Plan Do, Check, Act
Theme: ________________________________ ________________________________
Background Countermeasures / Implementation Plan
Current Condition
Effect Confirmation
Target Condition / Measurable Objectives
Follow-up Actions
Root Cause & Gap Analysis
15. Common Components of the A3 Report
Theme: Owner:
Plan Do, Check, Act
Theme: ________________________________ ________________________________
Background Countermeasures / Implementation Plan
Current Condition
Effect Confirmation
Target Condition / Measurable Objectives
Follow-up Actions
Root Cause & Gap Analysis
18. Common Components of the A3 Report
Theme: “What is our area of focus?” Owner: Person accountable for results.
Plan Do, Check, Act
Theme: What is our area of focus? Owner: Person accountable for results.
Background Countermeasures / Implementation Plan
• What?
• Who?
• Problem statement
• Context - why is this a problem? (visual)
Current Condition
Who?
• When?
• Where? (if relevant)
Di f t it ti
Context why is this a problem? (visual)
Effect Confirmation
• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
• What measurable results did the solution
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Follow-up Actions
g
the improvement has been successful?
Root Cause & Gap Analysis • Where else in the organization can this
l ti b li d?• Graphical depiction of the most likely direct
(root) causes
solution be applied?
• How will the improved state be standardized
and communicated?
20. Sample Background Material
sss
Gray – highest industry quality scores
P l i d t lit (b h k)
FY 2008 FY 2009 FY 2010
Purple – average industry quality scores (benchmark)
Blue – client quality scores
20
24. Common Components of the A3 Report
Theme: “What is our area of focus?” Owner: Person accountable for results.
Plan Do, Check, Act
Theme: What is our area of focus? Owner: Person accountable for results.
Background Countermeasures / Implementation Plan
• What?
• Who?
• Problem statement
• Context - why is this a problem?
Current Condition
Who?
• When?
• Where? (if relevant)
Di f t it ti
Context why is this a problem?
Effect Confirmation
• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
• What measurable results did the solution
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Follow-up Actions
g
the improvement has been successful?
Root Cause & Gap Analysis • Where else in the organization can this
l ti b li d?• Graphical depiction of the most likely direct
(root) causes
solution be applied?
• How will the improved state be standardized
and communicated?
26. Common Components of the A3 Report
Theme: “What is our area of focus?” Owner: Person accountable for results.
Plan Do, Check, Act
Theme: What is our area of focus? Owner: Person accountable for results.
Background Countermeasures / Implementation Plan
• What?
• Who?
• Problem statement
• Context - why is this a problem?
Current & Target Conditions
Who?
• When?
• Where? (if relevant)
I l d d t t i t bl
Context why is this a problem?
Effect Confirmation
• Include pre- and post metrics table
• What measurable results did the solution
Metric Current State
Desired Target
Condition
Projected %
Improvement
Lead Time
Quality
Labor Effort
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Labor Effort
Morale/Turnover
Inventory Turns
Market Share
Follow-up Actions
Root Cause & Gap Analysis • Where else in the organization can this
l ti b li d?
Returned Parts
• Graphical depiction of the most likely direct
(root) causes
solution be applied?
• How will the improved state be standardized
and communicated?
29. Sample A3s – Current State
Poor
correspondencep
quality
Missing
inventory
resulting inresulting in
write-offs
30. Common Components of the A3 Report
Theme: “What is our area of focus?” Owner: Person accountable for results.
Plan Do, Check, Act
Theme: What is our area of focus? Owner: Person accountable for results.
Background Countermeasures / Implementation Plan
• What?
• Who?
• Problem statement
• Context - why is this a problem?
Current Condition
Who?
• When?
• Where? (if relevant)
Di f t it ti
Context why is this a problem?
Effect Confirmation
• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
• What measurable results did the solution
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Follow-up Actions
g
the improvement has been successful?
Root Cause & Gap Analysis • Where else in the organization can this
l ti b li d?• Graphical depiction of the most likely direct
(root) causes
solution be applied?
• How will the improved state be standardized
and communicated?
34. Common Components of the A3 Report
Theme: “What is our area of focus?” Owner: Person accountable for results.
Plan Do, Check, Act
Theme: What is our area of focus? Owner: Person accountable for results.
Background Countermeasures / Implementation Plan
• What?
• Who?
• Problem statement
• Context - why is this a problem?
Current Condition
Who?
• When?
• Where? (if relevant)
Di f t it ti
Context why is this a problem?
Effect Confirmation
• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
• What measurable results did the solution
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Follow-up Actions
g
the improvement has been successful?
Root Cause & Gap Analysis • Where else in the organization can this
l ti b li d?• Graphical depiction of the most likely direct
(root) causes
solution be applied?
• How will the improved state be standardized
and communicated?
39. Five Why’s Example
Problem: Report is taking too much of an employee’s time;
1. Why is the error report being prepared?
Problem: Report is taking too much of an employee s time;
team questions whether the report is needed
1. Why is the error report being prepared?
My supervisor told me to.
2. Supervisor – Why are you asking for this report?
One of the standard reports to be prepared per my One of the standard reports to be prepared per my
predecessor – I have yet to determine its usage.
3. Predecessor – Why did you initiate this report?
Report was required in the past because personnel in
order entry were making data input errors.
4. Data entry – Why were orders being input with errors?
Orders received via fax were blurry and hard to read.
5. Data entry - Why were the fax orders hard to read?
Fax machine was old and of low quality. It was replacedq y p
10 months ago and errors no longer are occurring.
40. Problem Analysis Tree
Problem: Documents are not being translated well and on time
Lost docs*
In physical transit
In cyberspace
In in-basket
No tracking
Large batches
Late or poorly
In out-basket
Poor
original
Confusing
formats
Faxed / poor
resolution
Late or poorly
translated
documents
Translation
Translator doesn’t
understand original
original
Translator
skills
Random
vocabulary
Selection
problems** Translator
understands
original, but still
poor translation
skills
Wrong
technical
vocabulary
Lack of training
No standard
Training
poor translation vocabulary
Poorly
expressed
No standard
Unclear
expectations
Poor editing
* Lost and found = 40%; lost & never found = 5%; stuck in system = 55%
** Rework on over 50% of documents
p
Uneven
workload
43. Cause-and-Effect Diagram
People Material / Info Method
Lack of experience No stnd spread sheet Changing scheduleLack of experience
Time availability
No sense of import
No stnd spread sheet
No standard work
Input rec’d late
Changing schedule
Budgets
Submitted Late
Email vs. FedEx
Forecast in other system
Manual vs. PC No milestones Weather delays
M hi M t E i t
System avail. $ vs. units
y
Dispersed sales force
Machine Measurement Environment
44. Techs Moving Product
Skill Set
Man
Man Power Flexing Between Families
Schedule
MachineMethods
Batching
Blue affect productivity
Yellow Most affect TAT
Estimates
Sap Data Entry
Shared Equipment
FIFO for Repair Units
Cherry Picking Troubleshooting
Variation in complexity
Data Collection
GMP
R
Complaints Sent to W.R.
Testing Guidelines
Tech Documentation
Ease of Use Flex Schedule/Breaks
Repair TAT
Reason
Low Backlog
Planning
No Std Repair
Productivity
Non Standard Bench Set Up
Bag Refill Process
Labor Time Collection
Demand Variation
Bag Refill Process
Component Parts
Feed Back Frequency
Shipping By product Line
MaterialsMeasures
Incorrect Dates Recorded
Environment