WEBINAR: Introduction to A3 Problem Solving
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The document presents an introduction to A3 problem-solving, featuring Tracy O'Rourke as the speaker, who outlines the A3 process, its significance, and its practical applications in lean and Six Sigma methodologies. It details the steps involved in creating an A3 report, including identifying problems, analyzing root causes, implementing countermeasures, and evaluating outcomes. The session also encourages audience interaction through polls and highlights additional training resources available at goleansixsigma.com.
WEBINAR: Introduction to A3 Problem Solving
- 1. Introduction to A3 Problem Solving Presented by Tracy O’Rourke 1
- 2. About Our Presenter • Managing Partner at GoLeanSixSigma.com • Co-author of The Problem-Solver’s Toolkit • Co-host of the Just-In-Time Café Podcast Tracy O’Rourke /Tracy-ORourke @RourkeTracy 2
- 3. How to Interact Answer Polls! Ask a Question! 3
- 4. Where Are You From? Share your location in the Question area in your Control Panel! 4
- 5. Who Is GoLeanSixSigma.com? • GoLeanSixSigma.com makes it easy for everyone everywhere to build their problem-solving muscles • We provide the most practical, easy to understand and enjoyable Lean and Six Sigma resources available 5
- 6. We’ve Helped People From… 6
- 7. Today’s Agenda • Defining the A3 • Discovering why the A3 matters • Breaking down the elements of the A3 • Committing to using the A3 7
- 8. What Is an A3? An A3 is a one-page report on the background and current state of a project. 8
- 9. Why Use An A3? • Common approach: Plan-Do-Check-Act (PDCA) • Tool to make Lean thinking visible • Working document throughout the process • Communication tool • Tool to build problem-solving muscles 9 I like one- pagers. So much easier to manage!
- 10. Poll #1 10 How have you used an A3? A. I haven’t used one B. Used at the end of an improvement to document it C. Used during all of the PDCA cycle of improvements D. Other
- 11. Scientific Method: A method of procedure that has characterized natural science since the 16th century, It consists of systematic observation, measurement, and experiment, and the formulation, testing, and modification of hypotheses. 11 Scientific Method
- 13. Follows the PDCA Cycle 13 Plan Do Check Adjust
- 14. 14 Steps for Practical Problem Solving 1. Clarify the problemPlan 2. Break down the problemPlan 3. Set a target we will achievePlan 4. Analyze the root causePlan 5. Develop countermeasuresPlan 6. Implement countermeasuresDo 7. Evaluate process and resultsCheck 8. Standardize success, learn from failures, set another targetAct Toyota Business Practice Within PDCA
- 15. Important Definitions • Problem or symptom: An issue or paid point in a process that causes dissatisfaction or an undesirable results • Root Cause: The foundational reason a problem exists. If this is solved, the problem will go away • Countermeasure: An action that is taken to resolve a problem, symptom or a root cause 15 That sounds like a solution, not a problem. The problem is that we don’t have a lunch buffet.
- 16. Left Half of an A3 16
- 17. 1. Clarify the problem • Determine the issue to be addressed 2. Break down the problem • Grasp the current condition 3. Set a target to achieve • Agree on the goal and expected outcomes 4. Analyze the root cause • Conduct process & data analysis 5. Develop countermeasures • Brainstorm ideas for countermeasures • Select countermeasures to be tested 17 Plan
- 18. Problem Statement: A short description of the issue to be addressed. It should not contain: ✘ Blame towards a department or individual ✘ The root cause ✘ A solution 18 A problem statement answers the following: ü What is the problem or issue? ü What is the measure you’re trying to impact? The problem is, we need to hire more people. That sounds like a solution, not a problem! Clarify the Problem
- 19. 19 Process Walk Break Down the Problem
- 20. Goal Statement: the target of the process measurement. The data shows that for many orders, the Order Lead Time is well beyond the 20 minute requirement! The team needs to reduce the Order Lead Time significantly! 20 Sample size: 100 Average: 28 minutes Standard deviation: 6 minutes Minimum: 13 minutes Median: 29 minutes Maximum: 49 minutes Set a Target to Achieve
- 21. Hypothesis Statement: an educated guess about the suspected cause (or causes) of defects in a process. 21 Analyze Root Cause
- 22. Fishbone Diagram Example Stale Bread Limited Options Too slow Too Noisy Radish is only garish Method is complicated Kitchen takes too long with lunch orders Storage Dropped dishes Vendor availability PresentationAmbience Ordering Service Menu Food Why such variation in customer satisfaction?
- 23. Bahama Bistro A3: Left Half 23
- 24. Poll #2 24 What challenges do you encounter when using the A3? A. The tendency to jump to a solution B. A3 viewed as a document to be completed after the improvement is done C. A3 use is not part of organizational culture D. Leaders do not promote A3 use E. Any or all of the above
- 25. Right Half of an A3 25
- 26. 6. Implement countermeasures • Coordinate and launch the pilot or test • Troubleshoot as needed • Document deviations from plan 26 Do
- 27. Proposed Countermeasures • Proposed Countermeasures: The term “countermeasures” is used instead of “solution.” Rather than saying a problem is “solved,” countermeasures are temporary responses to specific problems that will serve until a better approach is found or conditions change. • Implementation Plan: What are the main actions and outcomes for executing the plan? • This includes the 4Ws and 1H: What, When, Where, Who and How 27
- 28. • Countermeasure: temporary solution to counteract a root cause • Possible Countermeasures if appropriate: • Elimination of waste • Workload balancing • Standard work • 5S and/or visual management • Mistake-proofing pull systems: Kanban, FIFO Lane • Work cells • Single-piece flow • Batch reduction • Changeover reduction 28 Do Tools
- 29. Implementation Plan • What is the project or improvement effort you would like to easily document? • How would some of the questions help you think through and communicate what is happening? • Where could you use this framework to help your team think through issues? 29
- 30. 30 Check / Study
- 31. 7. Evaluate process and results • Reflect on the pilot/test • Assess what worked and what didn’t • Gather feedback from pilot/test participants • Document learnings 31 Check / Study
- 33. 8. Standardize success, learn from failures, set another target • If pilot/test is a success, plan for sustainability • Document a new or revised pilot/test • Make adjustments as required • Go back to “Plan” start a new cycle of improvement 33 Act / Adjust
- 34. A3 Completed 34
- 35. Related Webinars 35 How Leaders Use A3s to Coach Employees Introduction to PDCA
- 36. Today We Covered • Defining the A3 • Discovering why the A3 matters • Breaking down the elements of the A3 • Committing to using the A3 36
- 37. Questions? 37
- 38. Getting Started Learn more by starting some more training! • White Belt Training & Certification (Training is FREE) • Yellow Belt Training & Certification (Training is FREE) • Green Belt Training & Certification • Black Belt Training & Certification • Lean Training & Certification Coupon Code: 20A3PS 20% discount on all courses! *Expires September 16, 2018 38
- 39. eBook: The Problem-Solver’s Toolkit 39 • Available on our site! goleansixsigma.com/ product/problem-solvers- toolkit/ • Kindle version available on Amazon
- 40. Upcoming Webinar: Sept. 11, 11am PDT Register today at GoLeanSixSigma.com/webinars We’ll select upcoming webinars based on your feedback, so please share your feedback on the survey at the end of close of this webinar. 40
- 41. Just-In-Time Café Podcast Tune in at GoLeanSixSigma.com/cafe for the latest Lean Six Sigma news, easy ways to apply Lean Six Sigma and interviews with process improvement leaders like you! 41
- 42. Success Stories Check out more success stories from Go-Getters just like you at GoLeanSixSigma.com/Success 42
- 43. Wonder Women of Quality Join us each month as we highlight another unsung hero of Quality! 43
- 44. Questions? 44
- 45. Thank You for Joining Us! More questions? Ask us at contact@goleansixsigma.com Click here to download free tools, templates, infographics and more! @GoLeanSixSigma/company/GoLeanSixSigma-com /GoLeanSixSigma 45