A3 Report Training

transcript

Quality Assurance

A3 Reports

What Are A3 Reports?

A process used to document and report solutions to problems established within any area of the organization. This differs from other types of report in the way that all

information is disclosed on an A3 sheet.

A3 Thinking = Relentless Improvement / Eliminate Waste

A3 Reports

Why do we need them?A3 Reports offer a simple and structured approach to reporting

solutions to problems.

A3 Reports are particularly effective in demonstrating to third parties the problem solving process

A3 Reports reveal the actions taken, or to be taken, in preventing defects/eliminating problems.

A3 Reports requires clear, concise thinking and logic, the A3 (11 x17) limitation reinforces substance over volume

Essentially, A3 Reports guide the identification & elimination of waste, in order to control processes.

A3 Thinking = Permanent Elimination of Problem

A3 Reports

Follow PDCA (DMAIC) process Plan = Define & Measure Do = Analyze Check = Improve Act = Control

Critical element of continuous improvement

Requires critical thinking Focus on critical few Not just correct the

problem But…eliminate it

PLANACT

A3 Reports A3 Critical Thinking – One more

tool to drive towards perfection

Lean Six Sigma&

Continuous Improvement

Continuous Improvement Alone

Lean Six SigmaAlone

A3 thinking is continuous improvement

A3 Reports

What does an A3 look like?

17 “

A3 Reports

Don’t be fooled by the simplicity of the form The form is the byproduct of critical thinking

Focusing on the critical few drivers Ignore the noise Go beyond the superficial Dig for the true root cause Develop corrective actions that not only fix the

condition but eliminate the potential for it to occur again

Goal: Eliminate the Defect For Good

A3 Reports

It has been said that the typical U.S. firm, when facing a vexing problem in which it has one year to solve, would spend three months planning, three months implementing, and six months tweaking and picking up loose ends. Toyota, facing a similar situation, would spend eleven months planning and one month implementing (with no loose ends to clean up!).

Durward K. Sobek II.;Art Smalley. Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (p. 5). Kindle Edition.

A3 Reports

PDCA aims to improve long term system performance not just solve the current crisis

PlanDoCheckAct

A3 Reports

Example of A3 thinking Plant A has a machine producing defects at a rate of

4.3% No readily apparent reason What would you do?

A3 Reports

Example A3 thinking Pareto defects Address largest defect Fishbone Potential Causes Develop Corrective Action to

address each cause Trial each Identifies breakthrough solution

“coolant” had become contaminated

Changes coolant Defect drop from 4.3% to 0.3%

Did he do a good job?

A3 Reports

Example A3 thinking What did we miss?

How did the coolant become contaminated? Are there any checks in place to monitor the coolant? Who is responsible for the coolant? How should the coolant replacement be managed?

Scheduled maintenance? Based on QC check?

How do we prevent the coolant from every becoming contaminated?

A3 Reports

Key Takeaway from our little example:

The Goal: Elimination of the problem not just correction

How many times do we solve the same problem?

A3 Reports

Creating the A3 Team Based Activity / Collaborative Requires direct observation Iterative in nature

Work in pencil Have a big eraser

A3 Reports

Key Elements of A3 Thinking

1. Logical Problem Solving Process2. Objectivity3. Both result and the [problem solving] process are

important4. Being able to discern the critical few5. Collaboration6. Coherent7. Systems View

A3 Reports

The ProcessPlan

A3 Reports

Seek to fully understand the current situation Where did the problem occur? When did the problem occur? What were the exact conditions If possible see the problem firsthand

Confront Assumptions Bias Misconceptions

Preference to diagrams over words

A3 Reports

Identify the Root Cause The most obvious cause

is rarely the root cause Usually multiple layers of

cause and effect 5 Whys?

Post It Note Exercise Drive down until you run

out of causes Each Cause is also an

Effect

A3 Reports 5 Why Example:

Bob drives a 7 year old car, he lives in Wisconsin, and his car is not garaged. It’s January.

Lately, when he get’s in his car it occasionally does not start. He has to jump it with the other family car, a one year old SUV. After that he is able to drive the 30 minutes to work and the car starts that night for the drive home. The SUV is garaged.

Bob wants to know what the root cause is? Task

Use Post Its Create a 5 Why tree Brainstorm What questions would you like answered?

A3 Reports

5 Why example: Car won’t start in the morning

Battery is dead

It is cold outside at

Battery doesn’t hold

a charge

Battery doesn’t charge

Battery is old

Battery is drained

overnight

Alternator is going

Something stays “on”

A3 Reports

A3 Example Is there a pattern to what days the car doesn’t start?

Day of week? Weather (temperature) that night? Who drove the car last?

Does it ever not start on the way home from work? Does it ever sit over the weekend?

Does it start? Do you ever park it in the garage overnight?

Does it start then?

Don’t stop at the obvious (many times this is not the true root cause but a symptom)

A3 Report

Develop Corrective Actions Think:

Simple, robust, “prevention” over “correction” Gain organizational buy-n

Look for pitfalls Avoid over burdening Avoid developing new systems

Use existing systems

Develop a clear picture of the countermeasures

A3 Report

Develop and Implementation Plan Who What Why Where When How

A3 Report

Create a Follow Up Plan This is how are you going to measure and ensure the

corrective actions worked? What was the planned outcome? What was the actual outcome? Is there a difference? Why? What are you going to do about it?

Review the results with the group Were the results achieved?

If so, obtain final approvals (job done) and convert any outstanding items into standard operations Update quality and work procedures Update maintenance plans Audits and Verifications

A3 Report

The A3 Report isn’t just a “form” It is a methodology to:

Logically address issues Determine true root cause Develop corrective actions Implement corrective actions Measure results against expectations Standardize / Institutionalize the Improvements

A3 Report

Completing the A3: Background Demonstrate lear understanding of the issue Make it visual Understand your audience Provide the necessary data/facts to quantify the issue

Aerosol Bottom Metal Exposure During Seaming

Recurring scuff on the dome area of aerosol bottoms, not present on incoming materialAffects 100% of the domes on cans 713 and taller

Scuff created in seamerMetal exposure / visual inspection shows

Zero defects prior to seaming

A3 Report

Creating the A3: Background Consider

Current state Key factors of the process Quantitative Data / Facts Presented

A3 Report

Creating the A3: Goal statement How will we know when the project is complete

A3 Report

Creating the A3: Root Cause Analysis 5 Whys 7 Quality Control Tools

Check sheets Pareto Charts Histograms Cause and Effect (Fishbone) Correlation Control Charts Flow Charts

Separate fact from opinion Limited space

Summarize the main findings You will do a lot of work outside the A3

A3 Report

Creating the A3: Develop Corrective Actions (Countermeasures) Who What Why Where When How

A3 Report

Creating the A3: Effect Confirmation Verify the results How do results compare vs. Goal

A3 Report

Creating the A3: Follow Up Actions Do you need to take any additional actions based on

what you have learned? What do you to do to sustain the gains? Who else should know about this (transfer of

knowledge)

A3 Report

Areas suitable for A3 Spoilage Quality Issues Design Improvements/Changes Maintenance Logistics Issues Planning Issues Workflow Improvement Change-over Reduction

A3 Report Training

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