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Quality Assurance A3 Reports
Quality Assurance
A3 Reports
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
CHECK
CHECK
PLAN
DOACT
CHECK
DO
DO
PLAN
PLAN
PLANACT
ACT
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?
11”
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
Do
Check
Act
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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
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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
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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?
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A3 Reports
5 Why example: Car won’t start in the morning
Battery is dead
It is cold outside at
night
Battery doesn’t hold
a charge
Battery doesn’t charge
Battery is old
Battery is drained
overnight
Alternator is going
Something stays “on”
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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)
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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
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A3 Report
Develop and Implementation Plan Who What Why Where When How
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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
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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
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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
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A3 Report
Creating the A3: Background Consider
Current state Key factors of the process Quantitative Data / Facts Presented
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A3 Report
Creating the A3: Goal statement How will we know when the project is complete
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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
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A3 Report
Creating the A3: Develop Corrective Actions (Countermeasures) Who What Why Where When How
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A3 Report
Creating the A3: Effect Confirmation Verify the results How do results compare vs. Goal
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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)
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A3 Report
Areas suitable for A3 Spoilage Quality Issues Design Improvements/Changes Maintenance Logistics Issues Planning Issues Workflow Improvement Change-over Reduction
