A3 Thinking & Reporting

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 1

Agenda

13:00 14:15

A3 Reports presentation Finish

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 3

What is an A3 report?
A one-page A3 document that includes all relevant information required to communicate simply, quickly & effectively and tell a story about the subject matter

A-3 Title/Theme Situation Countermeasures

Targets

Implementation

Analysis

Follow Up

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 4

Type of A3 Reports
Proposals
Eg Justification Decision making

Status
Lessons Learned

A3 Communication Tool

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 5

When to use A3 reports

Use a Proposal A3 when:
No current plan or goal exists but a company key need is not being met Plan or goal exists but the company need has changed New direction or policy is made and a strategy is needed to implement it

Use a Status A3 when

Reporting status of larger goal Highlighting important problems Giving formal reviews of projects or when you need to give an update.

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 6

A3 Reports HOW???
Determine your goal. Whats the purpose?

Decide type of A3

Decide and construct your story: It must satisfy your readers needs. Visualize your A3: Does it tell a story? Is it brief? Concise?

Ensure all follow-up items are allocated responsibilities and timing

Provide information to support your story

Analyze your information (charts, graphs, etc.) Did we reach a conclusion? Whats the recommendation? Did we satisfy our goal?

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 7

Make it visual
Your plan should be series of pictures...
...that anyone could follow

Complexity is not a mark of clear thinking. simplicity is

Less is more Use simple declarative sentences. Be specific

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 8

Proposal A3 Layout
PROPOSAL REPORT STORY :
THEME DATE: PROPOSAL (Contd) TO:

FROM:

INTRODUCTION

PROPOSAL

UNRESOLVED ISSUES

IMPLEMENTATION (TIMING PLAN)

What

Who

When

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 9

Status A3 Layout
STATUS REPORT STORY :
THEME DATE: TOTAL EFFECT TO:

FROM:

BACKGROUND

OBJECTIVES

UNRESOLVED PROBLEMS / FUTURE ACTIONS (TIMING PLAN)

IMPLEMENTATION

Lean What ManagementWho Point:

CLEAR, LOGICAL story Logical FLOW KEYPOINT summary

When

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 10

Layout tips
Goal
Provide a training, which is designed as a complete overview of the Ford Production System to enable participants to gain knowledge in all areas as well as show that FPS is a total plant operating system that requires the support of every area and person. Utilise Total Immersion Methodology (Hear/See/Do) to develop knowledgeable leaders who can implement, teach and follow up Develop a critical mass of knowledgeable leaders to markedly accelerate FPS implementation Provide resources in training at Ford manufacturing complexes to drive continuous improvement initiatives

Learning Objective
Develop and understand Lean Leadership Behaviors and Management Responsibility Establish FPS Vision for own area of responsibility Gain knowledge & confidence to teach and use FPS tools Develop implementation plan and follow up progress Check resources

Course Current Status (Jan 2002) History

Bootcamp Valencia April 2000 - Who do we need to teach? high level management - How do we need to teach? shop floor experience - What do we need to teach? 3 week schedule

Use numbered list or bullets

Shopfloor Observations 28% Classroom Presentation 22%

Completed Courses: Saarlouis 11, Windsor 8, KTP 2 367 participants as of 10/10/01 Directors Plant Mgrs Area/Prod. Mgrs Supt/Mfg Mgrs Mfg Group Staff MP&L Staff FPS Office Suppliers UAW/CAW Total 36 190 141 10 11 SLS 4 8 49 86 8 15 11 4 1 WEP 6 11 57 50 8 3 4 2 3 3 1 1 KTP 1 2

Avoid sentences
Shadowing 11% Work Assignment 11%

Shop floor

Classr oom

Group Exercise 28%

Use italics to focus attention on key points

14 days class in total (107 hours) Lean Leadership Lean Tools Management Responsibility 53 hours classroom training mainly by RWD instructors 12 hours as team member 12 hours shadowing Personal Assignments Workstation QPS Management QPS Kaizen Project Lean Office Suggestions Lessons Learned A3 Lean Communication Support Functions 8

Saarlouis Location (Pilot Project)

Plant - central location within Europe access for 3 big plants without airtravel - high implementation level on FPS shop floor experience within Ford environment LLA Facility - host 18 participants - lean office quick setup smart stationary office QPS suggestion scheme

Order items based on importance, time etc

54 hours shop floor experience

Further Activities
2002 Schedule

- 9 courses SLS, 10 courses WEP, 10 courses at KTP - 522 participants scheduled Additional Locations - tbe NA VO (Kentucky Truck) - tbe Amazon (South America) PD-Eng.s Dec 2001 1st qtr 2002 pend. request January 2002 2002

Leave blank spaces between bullets / numbers

Pilot Suppliers personnel Local language courses for Foremen, Production Engineers

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 11

Layout tips
Goal
Provide a training, which is designed as a complete overview of the Ford Production System to enable participants to gain knowledge in all areas as well as show that FPS is a total plant operating system that requires the support of every area and person. Utilise Total Immersion Methodology (Hear/See/Do) to develop knowledgeable leaders who can implement, teach and follow up Develop a critical mass of knowledgeable leaders to markedly accelerate FPS implementation Provide resources in training at Ford manufacturing complexes to drive continuous improvement initiatives

Learning Objective
Develop and understand Lean Leadership Behaviors and Management Responsibility Establish FPS Vision for own area of responsibility Gain knowledge & confidence to teach and use FPS tools Develop implementation plan and follow up progress Check resources

A picture is worth
Course
Shopfloor Observations 28% Classroom Presentation 22%

Current Status (Jan 2002)

Completed Courses: Saarlouis 11, Windsor 8, KTP 2

History
Bootcamp Valencia April 2000 - Who do we need to teach? high level management - How do we need to teach? shop floor experience - What do we need to teach? 3 week schedule Shop floor

367 participants as of 10/10/01 Directors Classr oom Plant Mgrs Area/Prod. Mgrs Supt/Mfg Mgrs Mfg Group Staff MP&L Staff FPS Office Support Functions Suppliers UAW/CAW Total 36 8 10 11

SLS 4 8 49 86 8 15 11 4 1 190

WEP 6 11 57 50 8 3 4 2

KTP 1 2

Shadowing 11% Work Assignment 11%

Group Exercise 28%

3 1 1

14 days class in total (107 hours) Lean Leadership Lean Communication Lean Tools Management Responsibility mainly by RWD instructors 12 hours as team member 12 hours shadowing 53 hours classroom training

Saarlouis Location (Pilot Project)

3 141

Plant - central location within Europe airtravel - high implementation level on FPS

access for 3 big plants without

Refer to graphs dont repeat info in text body

54 hours shop floor experience

Label axes
Personal Assignments

Further Activities
2002 Schedule - 9 courses SLS, 10 courses WEP, 10 courses at KTP - 522 participants scheduled Additional Locations - tbe NA VO (Kentucky Truck) - tbe Amazon (South America) PD-Eng.s Pilot Suppliers personnel Local language courses for Foremen, Production Engineers Dec 2001 1st qtr 2002 pend. request January 2002 2002

shop floor experience within Ford environment LLA Facility - host 18 participants - lean office quick setup smart stationary office QPS

Show target and use appropriate scale

Workstation QPS Kaizen Project Lean Office Suggestions Lessons Learned A3 Management QPS

Indicate status
Tell the real story

suggestion scheme

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 12

Benefits of A3 Thinking
Shared understanding Grasp the situation! Promotes Continuous Improvement mindset (PDCA) Encourages front-line decision-making Cost control Process management Management based on data Teamwork / Organizational Thinking
Documented History/Knowledge Management A3 Book of Knowledge

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 13

A3 Reports Why Use the A3 Report?

Enhances logical thinking Enhances decision-making Standardised approach What / How to accomplish All facts on one page Standard Communication Tool Any steps / facts left out 5 Whys, etc. Single piece of paper, quicker understanding Why do this ? Does it make sense? Will it improve the current process? Will it solve a problem?
02 May 2012 Page 14

Forces all issues to be addressed Focuses problem-solving activities Eliminates waste Forces you to question:

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

Summary
The A3 report is the currencyof
Proposals Strategic Planning Lessons Learned Status/Recovery

Also provides current status of

Major projects Important problems (Management report ) Strategies

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 15

A3 Thinking
A3 thinking is planning What is planning?

to devise a scheme for doing, making, or arranging.

the design of a desired future and of effective ways of bringing it about.

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 16

A3 Reports (Examples)

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 17

A3 Reports (Examples)
Lessons Learned Report Story. Date 26/06/02
1

To: John Naughton From: Roy Foreshaw

Observations & Key Leaning Points
1. 2. 3. 4. 5. 6. 7. 8. 9. New 8D format Problem solving. Safety near miss reporting Safety. Work group meeting involvement People. Managed diaries Communication. Control of ISR element process Systems. Auditing of QPS Standardisation. New Yamazumi boards Standardisation. Value stream mapping Total cost. SMF improvements Materials.

Objectives
To learn about the FPS tools and techniques being demonstrated through the LLA, and to look for a common approach to drive the business.

Activity

To observe, learn and actively partake in the learning experience from the LLA, through practical application of the tools and techniques. Whilst maintaining an open minded approach.
4

Results.
1. 2. 3. 4. 5. 6. 7. 8. 9. New sheet helps focus on 6 sigma Define, Measure, Analyse, Improve, Control. Identifies near miss as an opportunity for improvement rather than as a problem. 5 minute meetings held at set times create involvement and ownership, which leads to commitment. Gives management the time to coach and audit the process inputs. Provides visual factory through master schedules being visible at all times. Operators expect to be audited & know their key issues. Provides a more compact board layout. Identifies opportunities for total cost management and reductions through the use of FPS tools. Line side delivery systems have enabled savings in line side inventory. Ticket system was particularly good.

Actions

Key learning points need to be captured into training packages and delivered at all levels. Block or area champions need to be trained to coach teams. Develop agreed master schedule time lines with area managers.
6

Timing Plan
What
Approval Area mgr commitment Supt brief Information cascade Block booking of diaries

Who
Production operations mgr Area managers Area Superintendents Area Champions Area Superintendents

When
1st week in July. 2nd week in July. 3rd week in July. 4th week in July. 4th week in July. Target August 1st.

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 18

A3 Reports (Examples)

Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

02 May 2012 Page 19

FPS Pre-Audit/Reviews
Purpose:

June 2002

To establish a new Audit System to be applied across all WM areas. Effective audits to ensure business inputs & tools are in place and utilised, to drive the outputs and add value to the business/process. To help support the plants commitment to achieve level 7 within the ISR through strong application of processes.
2

Current Condition Workgroups (G/Ls) already driving the Business at Local level
Who Work Group Leader

Business Inputs
ISR AUDIT

When

Standardised Work
Kamishibi Workgroup Boards

ISPC

Once per Shift

SWC Audit

Prob & C/m

Supported by:
Supervisor

By using Lean Tools we can drive the INPUTS and improve the business

SHARP WORKGROUPS TRAINING FTPM

Problem and C/m

Once per Week

5S Check Sheet

Superintendent Kamishibi

INPUTS
Workgroup Boards (FPS)

MAN ENG. ENVIRONMENT SMF INDUSTRAIL MATS

Once per Week

Work Group Audits

Work Groups (Incl G/Ls)should Manage the business at their level to improve Safety, Quality, Delivery, Cost, Morale & Environment (Inputs) Micro Management

By Concentrating on the INPUTS as part of our daily business we will satisfy any audit. (FPS, TS, QS, ISO, Etc)

LEADERSHIP QUALITY

Proposed System

1st Phase

Adherence to Systems and Tools in place. The focus must be around the operators & G/Ls ADHERENCE TO STANDARD PROCESSES
Standardised Work Problem and C/m

A Supervisor audit of Workgroups (Inputs, Measures & FPS) systems will take place on a weekly basis
Work Group Leader

2nd Phase

Management Walk About Manage by Go & See The management team (Mgr & Superintendents) will perform regular Walks on the shop floor, focus will be the INPUTS, FPS Tools and Workgroups.

3rd Phase

WORKGROUP ACTIVITY

The 7 Wastes
Over Production

QPS (Std Work)

Safety (SHARP)

Visual Factory (5S)

Workgroup Board (Measurables)

QPS

Communication

FPS
Over Processing Waiting

SHARP

Mgr Walk

Waste Elimination

Inventory Motion Correction

The Operator Problem and C/m

Workgroup Boards (FPS)

Kamishibi

Kamishibi

Visual Factory

Measurables

Conveyance

3
Supported by the Work Group Leader Supervisor FPS Audit

Summary

Based on existing Systems, Use Workgroups to drive the INPUTS of the business Ensure above Tools are the Foundations of our Daily Business Manage by utilising Kamishibi (T-Card) system

Supervisor Audit Check sheet

The Supv must complete the audit & the corrective action sheet and Coach the Work Group.

Measurables Measurables

Supv Tracker

Superintendent Tracker

These results will then be displayed on the Supervisor Board and fed up to Superintendent & Manager level using the existing information flow & the area Information Centre.

Daily focus on the adherence to standardised work -Safety/ Quality/ Productivity, all controlled through standardised work Daily Checks & Tasks MUST BE COMPLETED by the Workgroup If the G/L is unavailable the situation should be escalated and the Supv. must support. On a Weekly basis the Supervisor must complete and Audit of All His/Her Workgroups using the Standard audit sheet & feedback to the Work Groups By setting clear processes and detailing expectations, this new Audit system will guide us to achieve plant commitment of Level 7 ISR by year end, and more importantly, establish robust systems to drive the business forward

FPS Element Champions (2003 ISR)

Purpose:

PHASE 2
4.0 PAG Champions
Element Champions Form Part of the PAG FPS strategy. Element Champions drive Plant but communicate into PAG Structure :-

To establish a new system to increase sustainability for the integrated system review all year round. Increased focus, continuous Communication, regular review and a means of self assessment, with continual reporting at all levels, including detailed schedule and metrics.

1.0 Introduction
Achieved ISR Level 7.1 in September 2002 Plant Now has to evaluate achieving ISR Level 10 (Top Score) & Sustaining this level
ISR LEVEL

3.0 Element Champions

Element Champions are Key to ISR Progress and success. New 2003 ISR Element Champion Structure :-

5.0 Element Champion Roles & Resps

To Ensure future success all Element Champions will become more involved in plant activities and All FPS elements will be managed more effectively.

PAG
10 7.1
2002 2003

ISR = Daily Business

Plant Drivers Accountability Responsibility Detailed Activity(Planning) Regular Communication Analysis (Target Vs Actual) Monitor the Outputs Assessments Communicate to Management

CB
SHARP ISPC Work Groups SMF FTPM Leadership Training Quality Environment Ind Materials Man Eng

BL

HW

LR 5.1 Master Schedule

Jaguar Plant Master Schedules will track progress at Management level of all ISR and FPS activities

2.0 Current Condition

Varying levels of activity causing peaks and troughs in overall performance Element champions meet only on a monthly basis after the ISR with increased meetings prior to the next ISR audit Plant has no system for reporting where areas detract after the ISR

Plant Master Schedule

Element Champion Subject Expert

Regular Reviews will monitor progress

5.2 Detailed Schedule

5.4 Metrics Scoring Tool

6.0 Reviews Weekly by Element

Area Element Champion
SHARP ISPC Work Groups SMF FTPM Leadership Training Quality Environment Ind Materials Man Eng BIW Paint T&F MP&L Qual

7.0 Summary FPS (ISR) Focus improved by:Improved Element Champion Structure & Focus Defined Roles & Responsibilities Plan-Do-Check-Action approach Detail Schedule Results Tracking Communication - Weekly Reviews & Status Plant to Plant (PAG) communication Concise Visual Management

ISR Scoring Tools to be used on a BiAll Elements will have Detailed Schedules Weekly Status will be displayed with all activities Monthly basis. Element Champions to Audit All Areas using ISR Scoring Tools. Element Detailed Schedules
ISR Scoring Tool

Plant Master Schedule

11 Elements

5.3 Metrics Tracking

FPS Conference Room
FPS Conference Room

ISR - SMF
Detailed Sched

5.5 Metrics Weekly Status

Weekly Status with detailed activity to be assessed and recorded using a tracking document
ISR Daily Status Meeting (JOHN NAUGHTON'S AREA)
Results of Daily meeting to determine readiness for ISR Assessment in Wk36

Weekly Element Champion & Local Champion Meetings

Date: Attendees: Apologies:

14/08/2002 John Naughton, Paul Grys, Colin Graham, Alan Powell, Barry Holmes, Roy Foreshaw, Steve Boam Paul Stanton, Andy Scoots Return to Amber due to Capability Studies and B.Holmes Meeting 14/08/2002 1 FTPM 2 SHARP 3 WORK GROUP 4 ISPC 5 LEADERSHIP 6 QUALITY 7 ENVIRON MENT 8 SMF 9 IND MATLS 10 TRAINING 11 MANUF ENG

A4 Review

ISR Level 7 Status - Daily Element No Area BIW (E-Block) Paint (A-Block) Manager P.Stanton C.Graham P.Grys P.Grys P.Grys B.Holmes B.Holmes A.Scoots A.Scoots A.Scoots

Detailed Schedules Scoring Tools Status Trackers

Scorin g Tools Weekly Status

Trim (D-Block) Trim (B-Block) Trim (I-Block) Quality Factory Servs MP&L (BIW) MP&L (A1/A2) MP&L (FxC)

FPS Office
6 QUALITY 7 ENVIRON MENT
OK

COMMENTS: All Yellow Status Items (Above) Must have a comment or Activity listed (Below) Element No 1 2 3 4 5 WORK Area Manager FTPM SHARP ISPC LEADERSHIP GROUP BIW P.Stanton
Visual M anagement in place by WK34 Risk assessments, B reifs o ut need to po lice - Walk ways, ro ads - Use Supvs B reifs o ut need to po lice - Walk ways, ro ads - Use Supvs B reifs o ut need to po lice - Walk ways, ro ads - Use Supvs OK Line balance, Capacity A nalysis needs co mpleting WK34 No n-M o ney Reward scheme evidence needed

8 SMF

9 IND MATLS

10 TRAINING
New Operato r Training packs to be co mpleted WK34

11 MANUF ENG

OK

OK

OK

OK

Element Champions Feed Weekly Results into FPS Plant Champion A3 Report FPS Office Feed Weekly Status into Plant Manager

Paint

C.Graham

OK

OK

OK

OK

M eeting With B arry Ho lmes Weds 14th A ug M eeting With B arry Ho lmes Weds 14th A ug

OK

OK

OK

OK

OK

Trim

P.Grys

Visual M anagement in place by WK34

OK

OK

VSM A ctivity in place line 4

OK

Flo o r markings fo r Takt Change

OK

OK

OK

Quality

B.Holmes

OK

OK

Review Quality area WG bo ards & Co ach

Review Wk34

OK

OK

OK

OK

OK

OK

OK

MP&L

A.Scoots

OK

B reifs o ut need to po lice - Walk ways, ro ads - Use Supvs

Need to Utilise 5min Flo o r M arkings in all M eetings areas

P o licy deplo yment in at all levels WK34

M eeting With B arry Ho lmes Weds 14th A ug

OK

Vario us small items need fo cus, 25%Co mplete

SFR in P lace, A udit all co ns cabinets WK33

OK

OK

GENERAL COMMENTS:

RESP

TIMING 14/08/2002 WK34 WK33

Training Pack to be developed for FPS awareness. Supv to deliver to all shop floor in down time SB/RF A1/A2 Review for ISR - Impact on MP&L JJN areas AS Review FTPM Visual Factory Standards created on 8th July 2002 for Emergency stop, Prod & Maint call for all areas and agree approach. Communicate to K.Seed & J.King Alan Powell
Steve Boam/ Roy Foreshaw Aug 2002.

Plant Manager

Element Champion Role Rev1 - Nov 2002 FPS Office CB

Area Business Reviews Castle Bromwich model

Purpose: Support policy deployment and best practise through Management go and see
1.

Jan 2003

Current situation
Formal seated review - weekly

3.

GO and SEE detail

Area Managers rotate in turn through S Q D C M E

4.

Schedule

60 min Formal meeting followed by 60 min go and see Initial schedule Safety Quality Deliver. Cost Body / white Wk7

Sequence : Go to information center ( or equivalent ) - View Policy deployment roll out

Morale

Env. Wk 12

?
Area by area master schedule

Have the areas Policies been interpreted and understood at Group level

Paint MP+L / Coughlains

Wk8

Single Quality Agenda - Top 25 W orst Suppliers March 2002

- Understand area targets for S Q D C M E

500 600

Wk 9

Key metrics by area

100 90 80 70 60 50 40 30 20 10 0 Jan'02 Feb'02 Mar April Stock Loss Supplier Arrears
C.O.W
90 80 70 60 50 40 30 20 10 0
Other Pallet rtn Eng'g Change

? Are they understood, followed at an appropriate frequency, have a plan and reaction behind them to achieve target
- Review the area Safety status

200 SQA ranking 400 300

Dura Mouldings

Dura Cables

Lear Seating

Sumitomo

Trim Quality

Wk 10 Wk 11

100

Decoma

Webasto

Visteon

Linpac

Brose

JCA

TRANSIT MAT.L TOTAL

Various

Stock Loss Supplier

Infast

May

DEC

JAN

FEB

MAR

APRIL

MAY

TARGET

2.

Proposal
Continue with OPC review in current location Continuity to area master schedules Time to review key data / actions Opportunity for discussion amongst Management team
w w w w w

points

+
Management team go and see

doing to effect

Supplier

Are incidents tracked and actioned to prevent reoccurrence, are proactive measures being followed and supported including near miss generation.Does the area have any share other area can learn from or support.

Weekly schedule to follow ensuring all areas get the opportunity to demonstrate their contribution to the business. 5.

Summary

The intention is to : Go to the shop floor location as a team - Focus on the identified area from the metrics - Area demonstrates two share items Raise Standards within each info. Center Confirm Policy deployment in action Share best practises Demonstrate GO and SEE policy

What was the initial condition, what are we improve, what tools are we using, what is the so far, what can we learn from our experience Examples

Link the tools to the metrics Provide help

Yamazumi improved process efficiency

FPS tools

The Management teams opportunity to learn together Group Recycling activity improved Environmental metric Be constructive Quality problem - 8D solution Share openly

Team Exercise
Create an A3 Proposal report to present to the plant manager for the following: Red Team: ISR Sustainability Current condition Audits carried out at work group level. Proposal Sustainability at Supervisor level. Black Team: Quality Focus Current condition Shift start up and wash up meeting discuss quality actions. Proposal Increased quality focus in real time. Green Team: Tools and Techniques Current condition Quality process system used on current build only. Proposal Use of FPS tools in predevelopment stages of build.
Author: Roy Foreshaw

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

1.

3.

4.

2.

5.