a3 thinking & reporting

11 April 2023

JAGUAR HALEWOOD LEAN LEARNING ACADEMY

A3 Thinking & Reporting

11 April 2023

Page 3JAGUAR HALEWOOD LEAN LEARNING ACADEMY

Author: Roy Foreshaw

13:00 A3 Reports presentation

14:15 Finish

Agenda

11 April 2023



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

Targets

Analysis

Countermeasures

Implementation

Follow Up

11 April 2023



Type of A3 Reports

•Proposals

•Status

Lessons Learned

Eg JustificationDecision making

A3 Communication Tool

11 April 2023



Use a Proposal A3 when:No current plan or goal exists but a company key need is not being metPlan or goal exists but the company need has changedNew 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.

When to use A3 reports

11 April 2023



Determine your goal.What’s the purpose?

Decide type of A3

Decide and construct your story:It must satisfy your reader’s

needs.

Visualize your A3:Does it tell a story?Is it brief? Concise?

Provide information to support your story

Analyze your information(charts, graphs, etc.)

Did we reach a conclusion?What’s the recommendation?Did we satisfy our goal?

Ensure all follow-upitems are

allocated responsibilities and timing

A3 Reports – HOW???

11 April 2023



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

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Proposal A3 Layout

PROPOSAL REPORT STORY :

THEME

INTRODUCTION

PROPOSAL

DATE: TO: FROM:

PROPOSAL (Cont’d)

IMPLEMENTATION (TIMING PLAN)

UNRESOLVED ISSUES

What Who When

11 April 2023



Status A3 Layout

STATUS REPORT STORY :

THEME

BACKGROUND

OBJECTIVES

IMPLEMENTATION

DATE: TO: FROM:

TOTAL EFFECT

UNRESOLVED PROBLEMS / FUTURE ACTIONS (TIMING PLAN)

What Who WhenLean Management Point:CLEAR, LOGICAL storyLogical FLOWKEYPOINT summary

Lean Management Point:CLEAR, LOGICAL storyLogical FLOWKEYPOINT summary

11 April 2023



Layout tips

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

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

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

Further Activities• 2002 Schedule

- 9 courses SLS, 10 courses WEP, 10 courses at KTP

- 522 participants scheduled

• Additional Locations

- tbe NA VO (Kentucky Truck) Dec 2001

- tbe Amazon (South America) 1st qtr 2002

• PD-Eng.‘s pend. request

• Pilot Suppliers personnel January 2002

• Local language courses 2002

for Foremen, Production Engineers

Course

• 14 days class in total (107 hours)

Lean Leadership

Lean Communication

Lean Tools

Management Responsibility

53 hours classroom training

mainly by RWD instructors

54 hours shop floor experience

12 hours as team member

12 hours shadowing

• Personal Assignments

Workstation QPS

Management QPS

Kaizen Project

Lean Office Suggestions

Lessons Learned A3

Classroom Presentation

22%

GroupExercise

28%Work

Assignment11%

Shadowing11%

ShopfloorObservations

28%Classroom

Shopfloor

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

Current Status (Jan 2002)Completed Courses: Saarlouis 11, Windsor 8, KTP 2

367 participants as of 10/10/01 SLS WEP KTP

Directors 4 6 1

Plant Mgrs 8 11 2

Area/Prod. Mgrs 49 5710

Supt/Mfg Mgrs 86 5011

Mfg Group Staff 8 8 3

MP&L Staff 15 3 1

FPS Office 11 4 1

Support Functions 8 4

Suppliers 1 2

UAW/CAW 3

Total 190 14136

•Use numbered list or bullets•Avoid sentences

•Use italics to focus attention on key points

•Order items based on importance, time etc

•Leave blank spaces between bullets / numbers

11 April 2023



Layout tips

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

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

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

Further Activities• 2002 Schedule

- 9 courses SLS, 10 courses WEP, 10 courses at KTP

- 522 participants scheduled

• Additional Locations

- tbe NA VO (Kentucky Truck) Dec 2001

- tbe Amazon (South America) 1st qtr 2002

• PD-Eng.‘s pend. request

• Pilot Suppliers personnel January 2002

• Local language courses 2002

for Foremen, Production Engineers

Course

• 14 days class in total (107 hours)

Lean Leadership

Lean Communication

Lean Tools

Management Responsibility

53 hours classroom training

mainly by RWD instructors

54 hours shop floor experience

12 hours as team member

12 hours shadowing

• Personal Assignments

Workstation QPS

Management QPS

Kaizen Project

Lean Office Suggestions

Lessons Learned A3

Classroom Presentation

22%

GroupExercise

28%Work

Assignment11%

Shadowing11%

ShopfloorObservations

28%Classroom

Shopfloor

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

Current Status (Jan 2002)Completed Courses: Saarlouis 11, Windsor 8, KTP 2

367 participants as of 10/10/01 SLS WEP KTP

Directors 4 6 1

Plant Mgrs 8 11 2

Area/Prod. Mgrs 49 5710

Supt/Mfg Mgrs 86 5011

Mfg Group Staff 8 8 3

MP&L Staff 15 3 1

FPS Office 11 4 1

Support Functions 8 4

Suppliers 1 2

UAW/CAW 3

Total 190 14136

•A picture is worth …

•Refer to graphs – don’t repeat info in text body

•Label axes

•Show target and use appropriate scale

•Indicate status

•Tell the real story

11 April 2023



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 ThinkingDocumented History/Knowledge Management

“A3 Book of Knowledge”

11 April 2023



A3 Reports

Why Use the A3 Report? Enhances logical thinking

Enhances decision-making

Standardised approach

Forces all issues to be addressed

Focuses problem-solving activities

Eliminates waste

Forces you to question:

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?

11 April 2023



Summary

The A3 report is the “currency”ofProposals

Strategic Planning

Lessons Learned

Status/Recovery

Also provides current status of Major projects

Important problems (Management report )

Strategies

11 April 2023



A3 Thinking

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

A3 thinking is planning

What is planning?

“…to devise a scheme for doing, making, or arranging.”

11 April 2023



A3 Reports (Examples)

11 April 2023



Lessons Learned Report Story. Date 26/06/02 To: John Naughton From: Roy Foreshaw

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 22

Observations & Key Leaning Points33

1. New 8D format – Problem solving.

2. Safety near miss reporting – Safety.

3. Work group meeting involvement – People.

4. Managed diaries – Communication.

5. Control of ISR element process – Systems.

6. Auditing of QPS – Standardisation.

7. New Yamazumi boards – Standardisation.

8. Value stream mapping – Total cost.

9. SMF improvements – Materials.

Results.4455

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.

1. New sheet helps focus on 6 sigma Define, Measure, Analyse, Improve, Control.

2. Identifies near miss as an opportunity for improvement rather than as a problem.

3. 5 minute meetings held at set times create involvement and ownership, which leads to commitment.

4. Gives management the time to coach and audit the process inputs.

5. Provides visual factory through master schedules being visible at all times.

6. Operators expect to be audited & know their key issues.

7. Provides a more compact board layout.

8. Identifies opportunities for total cost management and reductions through the use of FPS tools.

9. Line side delivery systems have enabled savings in line side inventory. Ticket system was particularly good.

Objectives 11

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.

What Who When

Timing Plan

Approval

66

Area mgr commitment

Supt brief

Information cascade

Block booking of diaries

Production operations mgr

Area managersArea

Superintendents

Area Champions

Area Superintendents

1st week in July.

2nd week in July.

3rd week in July.

4th week in July.

4th week in July.

Target August 1st.


11 April 2023



Area ManagersArea Managers

Proposal Report Story -Castle BromwichFPS Operations RoomTo establish an Operations room to monitor and control all the ISR elements. Element champions would review status regularly todrive the FPS elements effectively and ensure that it becomes business as usual to achieve level 7. Thesystem will be developed for FPS & used for all FPS/Lean focus,and provide a communication medium.

Theme:

Current Condition11

June 2002

Proposed System

Various examples of the production systems used by the plant should also be displayed. This enables visitors to the plant to see examples before they approach the shop floor.

Summary

33

• Drive management of the business through Master schedule process.

• Have an area where we can show how we manage our business and drive FPSmeasurable’sand expectations, to establish robust systems to drive the business forward.

• Help identify area’s where coaching is required so that we succeed together.

• Demonstrate FPS as a way of life, not just a meeting once a month to report on progress.

• Focus on the Short Falls and elements that are not achieving thevision.

• Use the system for FPS ISR and develop for all FPS/Lean initiatives (Commonality not uniformity from a central source)

Element ChampionsElement Champions

Production Operations Managers

Production Operations Managers

Supported by:All sites meeting held monthly with frequency increased as ISR audit approaches.

ISR Element Master Schedule Controls 22

Controlled Policy deployment, high level ‘blue sky’ & Master Schedule.

Standardisation, Reporting, Layouts & Meetings.

Sustainability, Audits, Kamishibi, Waste Walks.

Visual Management, Focused Approach, 3 minute management.

FPS CoordinatorsFPS Coordinators

RWDRWD

PAINT MASTER SCHEDULE RESP: Colin Graham

2001 4th Qtr 1st Qtr 2nd Qtr

CAT LINE ITEMS 1 2 3 4 5 6 7 8 9 10 11 12 T A 14 15 16 17 18 19 20 21 22 23 24 25 T

ACCIDENTS 45 43 42

CUTS & LACERATIONS 12 12 11

STRAINS & SPRAINS 12 12 12

BRUISING & ABRASIONS 13 11 11

PROCESS RISKS

RISK ASSESSMENTS 100% 100% 100%

RULA ASSESSMENTS 100% 100% 100%

FACILITY ASSESSMENTS

RISK ASSESSMENTS 130 40 40

SAFETY EQUIPMENT (PM'S) 100% 100% 100%

X100 SPORT F.T.T P.D 82% 90% 90%

F.P.A 312 300

SELECTION F.T.T 87% 90% 91%

F.C.P.A 265 200

Damage RM 93% 93% 94%

X200 - X202 F.T.T A.P 85 87 88

F.P.A 364 340 320

SELECTION F.T.T 90.6 88 89

F.C.P.A 318 280 280

Damage RM 92% 92% 93%

X300 - X350 F.T.T 8600% 90%

F.P.A 353 250

SELECTION F.T.T 8860% 90%

F.C.P.A 270 180 175

Damage RM 92% 93%

EXTERNAL QUALITY

GQRS SATISFACTION X100 92% 93 93%

X200 93% 93 935

X300 93% 93 93%

WARRANTY 3 MIS R/1000 19.7 19 18.5

$/CAR 3.46 3.4 3.3

JD Power (All Models) 5.5 n/a 5.25

6 SIGMA PROJECTS

JAGUAR JAPAN

COMPANY QUALITY

ISO/TS 16949

SCHEDULE

MEET PROGRAMME 15017 39498

OUT OF SYSTEM VEHICLES 8 8 7

PLANT CAPABILITY

SYSTEMS EFFICIENCY

O.E.E 67% 40.2% 57.4%

NEW MODEL & COLOUR PROGRAMME SDV Wuppertal 1PP ReviewWuppertal input Review Review Review Job #1

X350 Exercise begins

Volvo Colour 2003MY Colour Loads Review Review Review Colour Run-out Review 2003MY Colour Introduction

NEW COLOURS & HARMONY Assessment

COSTS/CAR 7.16 6.6 6.18

MATERIALS COST/CAR BW 549534 116776 233552

TOTAL H/COUNT 378 378 447

DIRECT HRS/CAR

SCRAP COST/CAR 0.16 0.15 0.15

MAINTENANCE MATERIALS 2.3 £825,000 £825,000

INTEGRATED ASSESSMENT

P & C MEASURE PD 1 1 1

S.W.CHART AUDITS 1 1 1.1

KAMISHIBI 10% 100%

KAIZEN 0.1 0.5 1

REWARD 0 1 2

LEAN LINK

WORKING ENVIRONMENT 5S

REDUCED ABSENCE 10.1 9 8

COMMUNICATION PD

R.F

A.B

SIGN OFF

MORALE

SAFETY

QUALIT

YCOST

DELIVERY

P.D

I.T

A.B

PD

AB

X350 Jo

b 1

R.M

RF

BW

A.P

B.W

A.P

XJ8 R

un O

ut

Complete X202 Rula & Risk assessments All model Yearly review Rula & Risk assessments

Set Kaizen activities in hot spot areas

Set individual work group targets Start response sheets

Review process for eye injurys & lost time

Complete aging alert Complete aging alert

Develop new audit system

Complete 1st area

Pilot area

Interview paint rehabs

Capacity analysis P1

Start safety themes & escalation matrix

Capacity analysis 2nd area

Supt waste walks

Increase rehabs in paint

Rll out reward process

Quality mapping

Quality mapping

ISO TS 16949 Training

Audit (2)Audit

(ME)Audit F Blk VCA Audit

Qtr 4 results

Review Action Plans

Sub Syst

Presn

Data Champions

Detail SchedulesReview Review

Detail SchedulesReview Review

Detail Schedules

Detail Schedules

Review Road Map Review Road Map Review Road Map Review

Road

Review Road Map Review Road Map

New Polishing Process

New Polishing Process Develop Road Map

Develop Road Map



Review Road

Map

Electronic Ordering System

Review

Review Road Map Review Road Map Review Road Map

Review Road Map Review Road Map Review Road Map

Review Review Review

Area Detail Schedules

Targets

X202 Job#1202v200 Analysis

Review Road Map/

Schedules

100% Completion 24hrsDetail SchedulesReview

Review 1st Quarter for compliance & number completed

Review RevieReview

Review Projected Quarterly Volume OEE against Actual

Review Review Review ReviewReview Review

ReviewReview Review Review Review Review

Tape reduction programReview repair materialsSet budgets

Review H/B Review scrap panel process

Head count year analysys

develop & implement tracker

Develop shop metric House keeping R&R

Recruitment

Planned Overtime

1 Day training coursesNew

BLackbelt

New

BLackbelt

ID pilot area for quality mapComplete roll out of quality mapping

Set up new team boards

Develop Register. Prioity 9 to be closed in 7 days. Prority 6 to be investigated

Review Projected Quarterly Volume OEE against Actual

Weekly Review of Maintenance Materials. Monthly Review Service & Repair Costs. Quarterly Review Projected against Actual

Sub System Predictions

Review Qtr Status/PlansWave 1 Results

Revise Respray Prep Close B/B Scratches

Close B/B Polish Mks

Gen 2 KATS

Appn CCAR

in Place

FTT/Selection

R/Maps

Addl Clean

Permt Process

Qtr 1 results, Review Act plan

Sealing CCAR Complete

E/C Fine Filters

Bruising CCAR CompleteOrbseal Impvts In Place

Element champions present in various formats.

Area managers present using status sheets with

comments.

Overall area or element that needs to be focused on can not be clearly seen

ISPC

WORK GROUPS

TRAINING

FTPM

MAN ENG.

ENVIRONMENT

SMF

IND MATS

QUALITY

LEADERSHIP

ISPC

WORK GROUPS

TRAINING

FTPM

MAN ENG.

ENVIRONMENT

SMF

IND MATS

QUALITY

LEADERSHIP

STRATEGY

Office space to be identified for war room.

Joint Jaguar and RWD master schedule developed to drive improvements.

Schedule to be bought off by Plant Manager.

Buy off and commitment required from area managers.

Agreed status and recovery plans for short falls.

Meeting frequency and commitment by champions and area managers.

ISPC

Man Eng

Work Groups Training FTPM

Environment SMF IndMaterials

Leadership Quality

FPS Operations Room Layout

Deliver

Schedule headings

July August September

Timing Plan

Communicate intent

Set up room

Collate Masters

Start Weekly meetings

Drive Business

44 55

66

FPS Integrated System Review Status as at 30/04/2002

Assessment

Element

Element

Champion

S' Type Trim &

Final Assy P.Grys

Level Max

LevelWeek No / Level to be Achieved

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

1 FTPM, PMEA K.Seed A. Walsh 4 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5

& Seven Steps

T.Kulak 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

2 Training P. Smith M. Mitchell 5 6 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 6 6 6 6 6

M. Chandler1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

3 I.S.P.C M. Louth S. Mynard 6 10 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 7 7 7

Q.P.S

Visual Factory

Error Proofing

Quick Changeover1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

4 Mfg. Eng. (R&M) M. Strazdins S. Mynard 4 7 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 7 7 7 7 7 7 7 7 7 7

R. Mordey1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

5 Environmental G. Williams S. Perry 5 9 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 7 7 7 7 7 7 7 7

D.Tagg1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

6 Industrial Materials A. MacNaughton J. Lee 2 7 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 7 7 7 7 7 7 7 7 7 7 7 7 7 7

J.Bethell

S.Perry / L.Holmes1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

7 S.H.A.R.P T. Deakin 5 9 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 6 6 6 7 7 7

Risk Assessment J. O'Keefe L. Holmes / R. Park

Accident Invt D. Barry L. Holmes / R. Park

Emergency Prep C. Hulse S. Perry

Rules & Permits M. Newbold R. Clegg

P.P.E J. O'Keefe L. Holmes / R. Park

Hygiene Control A. Singleton M. Dewar

Medical Ops B. Ludlow L. Holmes / R. Park

General Safety T. Deakin L. Holmes / R. Park

Contractor Safety M.Newbold R. Clegg

Ergonomics B. Ludlow J. Duffy

Compliance T. Deakin1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

8 Work Groups R. Foreshaw E. Lynam / K. Jones 6 9 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

9 Leadership I.Mahomed P. Grys / K. Moore 3 7 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 5 5 5 5 6 6 6 6 7 7 7 7 7

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

10 Synchronous A. Scoots S.Dunbabin 4 10 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 6 7 7 7 7 7

Material Flow1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

11 Quality B. Holmes K. Moore 4 7 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5

INPUTS = Daily Business

Master Schedule


Measurables

FPS Pre-Audit/ReviewsTo 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.

Purpose:

Current Condition1

SWC Audit

Work Group Leader

Once per

Week

Once per Week

WhenWho

June 2002

Proposed System3Adherence to Systems and Tools in place. The focus must be around the operators’ & G/L’s ADHERENCE TO STANDARD PROCESSES

The Operator

Standardised Work

•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

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

Work Group Leader

QPS(Std Work)

Safety(SHARP)

Visual Factory(5S)

Workgroup Board

(Measurables)

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

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’.

The management team (Mgr & Superintendents) will perform regular Walks on the shop floor, focus will be the INPUTS, FPS Tools and Workgroups.

Visual Factory

SHARP

QPS

Mgr Walk

Summary3

2nd Phase 3rd Phase1st Phase

• 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

Over Production

Over Processing

Waiting

Inventory

Motion

Correction

Conveyance

The 7 Wastes

Communication

Waste Elimination

Measurables

Once per Shift

Prob & C/m KamishibiWorkgroup

Boards

Superintendent

Supervisor

Supported by:

Work GroupAudits

5S Check Sheet

Problem andC/m

KamishibiWorkgroup

Boards (FPS)Kamishibi

Problem andC/m

FPS

Management Walk About – Manage by Go & See

SupervisorFPS Audit Supervisor Audit

Check sheet

WO

RK

GR

OU

P AC

TIV

ITY

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

Superintendent TrackerSupv Tracker

Measurables

Workgroups (G/Ls) already driving the Business at Local level Business Inputs 2

ISR AUDIT

ISPC

SHARP

WORKGROUPS

TRAINING

FTPM

MAN ENG.

ENVIRONMENT

SMF

INDUSTRAIL MATS

LEADERSHIP

QUALITY

Standardised Work

Problem andC/m

Kamishibi

Workgroup Boards (FPS)

INPUTS

By using Lean Tools we can drive the INPUTS and improve

the business

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

Etc)

Supported by the

Work Group Leader

FPS Element Champions (2003 ISR)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.

Purpose:

2.0 Current Condition

Achieved ISR Level 7.1 in September 2002

Plant has no system for reporting where areas detract after the ISR

Element champions meet only on a monthly basis after the ISR with increased meetings prior to the next ISR audit

Varying levels of activity causing peaks and troughs in overall performance

1.0 Introduction 3.0 Element Champions 4.0 PAG Champions 5.0 Element Champion Roles & Resps

5.1 Master Schedule

5.3 Metrics Tracking

6.0 Reviews – Weekly by Element

Plant Now has to evaluate achieving ISR Level 10 (Top Score) & Sustaining this level

7.1

10

2002 2003

ISR LEVEL

ISR = Daily Business

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

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

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

5.2 Detailed Schedule

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

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

•Regular Reviews will monitor progress

•All Elements will have Detailed Schedules•Weekly Status will be displayed with all activities

Element Detailed Schedules

Plant Master Schedule

11 Elements

Plant Master Schedule

FPS Conference Room

FPS Conference Room

•Detailed Schedules•Scoring Tools•Status Trackers

Weekly Status

Scoring

Tools

Detailed SchedISR - SMF

7.0 Summary5.4 Metrics – Scoring Tool

5.5 Metrics – Weekly Status

ISR Scoring Tools to be used on a Bi-Monthly basis. Element Champions to Audit All Areas using ISR Scoring Tools.

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

Date:

Attendees:

Apologies:

ISR Level 7 Status - Daily

1 2 3 4 5 6 7 8 9 10 11

Area Manager FTPM SHARPWORK GROUP

ISPC LEADERSHIP QUALITYENVIRON -

MENTSMF IND MATLS TRAINING MANUF ENG

BIW (E-Block) P.Stanton

Paint (A-Block) C.Graham

Trim (D-Block) P.Grys

Trim (B-Block) P.Grys

Trim (I-Block) P.Grys

Quality B.Holmes

Factory Servs B.Holmes

MP&L (BIW) A.Scoots

MP&L (A1/A2) A.Scoots

MP&L (FxC) A.Scoots

COMMENTS: All Yellow Status Items (Above) Must have a comment or Activity listed (Below)1 2 3 4 5 6 7 8 9 10 11

Area Manager FTPM SHARPWORK GROUP

ISPC LEADERSHIP QUALITYENVIRON -

MENTSMF IND MATLS TRAINING MANUF ENG

BIW P.StantonVisual M anagement

in place by WK34

Risk assessments, Breifs out need to police - Walk ways, roads - Use Supvs

OK

Line balance, Capacity Analysis needs completing

WK34

Non-M oney Reward scheme evidence

neededOK OK OK OK

New Operator Training packs to be

completed WK34OK

Paint C.Graham OKBreifs out need to police - Walk ways, roads - Use Supvs

OK OK OKM eeting With Barry Holmes Weds 14th

AugOK OK OK OK OK

Trim P.GrysVisual M anagement

in place by WK34

Breifs out need to police - Walk ways, roads - Use Supvs

OK OKVSM Activity in

place line 4

M eeting With Barry Holmes Weds 14th

AugOK

Floor markings for Takt Change

OK OK OK

Quality B.Holmes OK OKReview Quality area WG boards & Coach

Review Wk34 OK OK OK OK OK OK OK

MP&L A.Scoots OKBreifs out need to police - Walk ways, roads - Use Supvs

Need to Utilise 5min M eetings

Floor M arkings in all areas

P olicy deployment in at all levels WK34

M eeting With Barry Holmes Weds 14th

AugOK

Various small items need focus,

25%Complete

SFR in P lace, Audit all cons cabinets

WK33OK OK

GENERAL COMMENTS: RESP TIMING

Training Pack to be developed for FPS awareness. Supv to deliver to all shop floor in down time SB/RF 14/08/2002A1/A2 Review for ISR - Impact on MP&L JJN areas AS WK34Review 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.KingAlan Powell WK33

Steve Boam/ Roy Foreshaw Aug 2002.

Element No

Element No

14/08/2002

Paul Stanton, Andy Scoots

John Naughton, Paul Grys, Colin Graham, Alan Powell, Barry Holmes, Roy Foreshaw, Steve Boam

Return to Amber due to Capability Studies and B.Holmes Meeting 14/08/2002

FTPM

ISPC

Work Groups

SMF

Ind Materials

Man Eng

SHARP

Environment

Leadership

Training

Quality

CB BL HW LRPAG

Subject ExpertElement Champion

ISR Scoring

Tool FTPM

ISPC

Work Groups

SMF

Ind Materials

Man Eng

SHARP

Environment

Leadership

Training

Quality

AreaElement

ChampionBIW T&FPaint QualMP&L

Weekly Element Champion & Local Champion Meetings

FPS Office

Plant Manager

Element Champions Feed Weekly Results into FPS Plant Champion

FPS Office Feed Weekly Status into Plant Manager

A3 Report

A4 Review

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

Element Champion Role – Rev1 - Nov 2002 – FPS Office CB

PHASE 2

Yamazumi – improved process efficiency

Sin

gle

Qu

alit

y A

gen

da

- T

op

25

Wo

rst

Su

pp

liers

Mar

ch 2

002

0100

200

300

400

500

600

Vis

teon

JCA

Lear

Seating

Sum

itom

o

Dura

Mould

ings

Deco

ma

Webast

o

Bro

se

Linpac

Infa

st

Dura

Cable

s

Supplier

SQ

A r

anki

ng

Area Business Reviews – Castle Bromwich modelPurpose: Support policy deployment and best practise through Management go and see

Jan 2003

• Continue with OPC review in current location

•Continuity to area master schedules

•Time to review key data / actions

• Opportunity for discussion amongst Management team

Current situation1.

0

10

20

30

40

50

60

70

80

90

DEC JAN FEB MAR APRIL MAY TARGET

C.O.W

TRANSIT

MAT.L

TOTALStock Loss

Eng'g

Change

Pallet rtnOther

Supplier

Various

0102030405060708090

100

Jan'02 Feb'02 Mar April May

Stock Loss

Supplier Arrears

•Area by area master schedule

• Key metrics by area

Proposal 2.

+• Management team go and see

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

3. GO and SEE detail

• Sequence :

• Go to information center ( or equivalent )

- View Policy deployment roll out

? Have the areas Policies been interpreted and understood at Group level

- Understand area targets for S Q D C M E

? Are they understood, followed at an appropriate frequency, have a plan and reaction behind them to achieve target

- Review the area Safety status

? 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

points other area can learn from or support.

• Go to the shop floor location as a team

- Focus on the identified area from the metrics

- Area demonstrates two share items

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

w

ww w

w

w

• Examples

VSM – Cost saving

Group Recycling activity – improved Environmental metric Quality problem - 8D

solution

4. Schedule

• 60 min Formal meeting followed by 60 min go and see

Initial schedule

Body / white

Paint

MP+L /

Coughlains

Trim

Quality

Safety Quality Deliver. Cost Morale Env.

Wk7

Wk8

Wk 9

Wk 10

Wk 11

Wk 12

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

5. Summary

• The Management teams opportunity to learn together

• Be constructive

• Share openly

• The intention is to :

• Raise Standards within each info. Center

• Confirm Policy deployment in action

• Share best practises

• Demonstrate GO and SEE policy

• Link the tools to the metrics

• Provide help

• Formal seated review - weekly

FPS tools

Near Miss – improved layout

11 April 2023

JAGUAR HALEWOOD LEAN LEARNING ACADEMY


Create an A3 Proposal report to present to the plant manager for the following:

Team Exercise

•Green Team: Tools and TechniquesCurrent condition – Quality process system used on current build only.Proposal – Use of FPS tools in predevelopment stages of build.

•Black Team: Quality FocusCurrent condition – Shift start up and wash up meeting discuss quality actions.Proposal – Increased quality focus in real time.

•Red Team: ISR SustainabilityCurrent condition – Audits carried out at work group level.Proposal – Sustainability at Supervisor level.

1.

2.

3. 4.

5.

a3 thinking & reporting

Documents