dive into a3: aceconf

@MartinBurnsSV http://everydaylean.info

Martin BurnsDive Into A3

Special AnnouncementPlease Stand By

http://everydaylean.info


Relative National Productivity, 1937

Source:Ohno: Toyota Production System: Beyond Large-scale Production

0

2

4

6

8

10



Relative Productivity, 1976

Source:"The Competitive Status of the US Auto Industry, National Academy Press 1982

Employee Hours Per Vehicle

0

20

40

60

80

100

120

47

113

Employee Cost Per Vehicle

0 $

500 $

1 000 $

1 500 $

2 000 $

2 500 $

491 $

2464 $

2.4x 5x



Taiichi Ohno

The tools are just countermeasures to

business problems that Toyota has faced, and will be used only un8l be9er countermeasures are

found.



5

Problem Solving Culture

Obsessive

It’s not just improvement, it’s *obsessive* improvement, until the last car rolls off on the last day. !And culture includes humility, open-minded curiosity, making problems visible, following standards, respecting people, gemba thinking, scientific thinking, building consensus for action, a willingness to try... and risk failure !The kind of company that when you've spent a lot of time and energy working out a quality problem is caused by contaminated coolant will then ask "Have you considered how the coolant got contaminated? What checks do we have to sample it? Who is in charge of the coolant check process? How can we prevent contamination in the future?" !The kind of company that on your first day gives you a problem to solve and a coach to help solve it !To what extent does this describe the current situation at your work?



Straw Poll:

0%

10%

20%

30%

40%

50%

>10 5-‐9 1-‐4 0

In the Last Year, How Many Improvements Did You See Around You?



Problem Solving Culture

DysfunctionsWho has Yme?

It Takes a Guru

Whack A Mole

Preconceived Ideas

All Theory...

Solving the wrong problem

Big Batches

Manager Says No Backsliding



Communicate

the Problem

Solve The Problem

Deve

lop

the

Prob

lem

Sol

ver

Melts OpposiYon

Gemba Knowledge

Make Gurus

Redundant

SoluYons SYck

Solve the Right Problem

Think Safely

Easily Assessable

No-‐one is exempt



PDSA – the Heart of Lean Problemsolving

Plan Do

Study

■ What are we doing to remove the obstacles?

■ Did it work?

■ If so, how do we work like that all the @me?

■ If not, what are we trying next?

■ This is where the LEARNING is

Adjust

■ What’s the Problem (in outcome terms)?

■ What’s the Current Condi@on?

!■ What’s the Target Condi@on?

■ What’s stopping us geMng there? (obstacles)

Empirical Experim

ental M

etho

d

If you transfer this to one piece of paper, you get a number of useful things: 1) You error proof the process - it forces you to be rational. WHO HERE MAKES RATIONAL DECISIONS? 2) It exposes irrationality and flaws in the logic: nowhere to for cognitive biases to hide 3) Makes your thinking visual: great boundary object, and quick to talk anyone through (compare death by PP) 4) It starts becoming a standard, and you stop worrying about how to shape an argument and can focus on the actual logic.



Deadly Warning

Use aPencil

CompleteOne secYon

Deadly Warning A3s die in a Computer

Deadly Warning

A3 is a Thinking Method not a Template

or a Tool



PDSA – the Heart of Lean Problemsolving

Plan Do

Study

■ What are we doing to remove the obstacles?

■ Did it work?

■ If so, how do we work like that all the @me?

■ If not, what are we trying next?

■ This is where the LEARNING is

Adjust

■ What’s the Problem (in outcome terms)?

■ What’s the Current Condi@on?

!■ What’s the Target Condi@on?

■ What’s stopping us geMng there? (obstacles)

Empirical Experim

ental M

etho

d

If you transfer this to one piece of paper, you get a number of useful things: 1) You error proof the process - it forces you to be rational. WHO HERE MAKES RATIONAL DECISIONS? 2) It exposes irrationality and flaws in the logic: nowhere to for cognitive biases to hide 3) Makes your thinking visual: great boundary object, and quick to talk anyone through (compare death by PP) 4) It starts becoming a standard, and you stop worrying about how to shape an argument and can focus on the actual logic.



More info: http://everydaylean.info/tag/A3

Strategic Background

Current Situation

Goal

Countermeasures

Confirmation How will we know the countermeasures work?

How will we make the benefits widespread?

What will address the root causes & achieve the goals?

Standardise

Analysis eg 5 Whys/Pareto

Why is this important? Why did you pick this problem?

What will success look like in same terms as above? Quantify. Benefits.

What’s happening now in terms of outcomes? Quantify

What are we trying to do?

Owner

Coach

Date

PLA

NPL

AN

PLA

NPL

AN

What’s the real problem?

STU

DY

AD

JUST

Template Author: Martin BurnsCreated: 27 May 2009Last Updated: 9 Sept 2013

D

Action Plan# Action Owner Due Date

1

2

3

4

D

How will the countermeasures be implemented?



Always Two There Are...



...a Problem Solver and a Coach

Jim Womack, Gemba Walks hNp://j.mp/GembaWalks

A lean management system involves managers at every level framing the key problems that need to be solved and asking the teams they lead to discover and implement the answers



...a Problem Solver and a Coach

Jim Womack, Gemba Walks hNp://j.mp/GembaWalks

The manager can’t solve the problem alone, because the manager isn’t close enough to the problem to know the facts. !But the employee can’t solve the problem alone either, because he or she is often too close to the issue to see its context and may refrain from asking tough questions about his or her own work. !Only by showing mutual respect is it possible to solve problems and move organisational performance to an ever-‐higher level.


@MartinBurnsSV http://everydaylean.info 16

Vision

Now


More info at: http://everydaylean.info/tag/a3

Vision

Now

Target

Where do we want to be next?


Invented in 1779 and allowed one worker to spin not 1 but 8 threads at the same time. !Henry Stones, of Horwich, who added metal rollers to the mule James Hargreaves, of Tottington, who figured out how to smooth the acceleration and deceleration of the spinning wheel William Kelly, of Glasgow, who worked out how to add water power to the draw stroke; John Kennedy, of Manchester, who adapted the wheel to turn out fine counts; Richard Roberts, also of Manchester, created the “automatic” spinning mule: an exacting, high-speed, reliable rethinking of Crompton’s original creation that allowed far higher thread counts. !By 1892, the number of threads had grown from 8 to 1000



•Problem was picked as part of overall account drive to reduce the amount of non-value add time spent by the Technical team members to free them up for productive work, with ultimate goal to reduce this wasted time to zero through this and a number of other Lean initiatives!•This particular problem was picked due to anecdotal complaints from various team members that their time was

regularly wasted due to being contacted by parties outside of AMS (generally GTS teams – PM’s, Incident Managers, other technical teams) looking for support on applications which they did not support



• 20+ AMS Technical team are responsible for providing L2 Infrastructure support for approx 60 customer applications, with each team member having Primary or Secondary support responsibilities for a specific subset of these applications, and it is only themselves who support them on a day-to-day basis.!

• Team members are being contacted (by email, phone or IM) by external teams looking for support on applications for which they were not responsible, with resulting time being wasted due to the interruptions and in pointing the requestor to the correct support resource !

• It is estimated that on average each team member receives 4 such interruptions per week

•Goal is to reduce the number of incorrect contacts , with final goal of reducing them to zero across all team members !

Estimated savings over 2012 have been based on reducing 4 wrong contacts to 1 each week over 20 technical staff who are regularly contacted with a 10-minute productive time saving from each reduction less the costs involved in setting-up and maintaining the s/s, which equates to £16,300



Problem: The caterer delivered food 2 hours lateWHY?

Because we did not prepare the purchase order on Yme.

WHY? Because we did not get all approval signatures on time.

WHY? Because we prepared the PO 3 days before the event.

WHY? Because we forgot to prepare a Purchase Order.

WHY? Root Cause Because we didn’t have a checklist to clearly idenYfy the tasks we needed to complete at what Yme.



Problem: The machine stoppedWHY?

Spindle isn't turning freely; it overloaded & fuse blew

WHY? Spindle is not lubricated

WHY? Oil pump is not working

WHY? Pump shai bearings are worn

WHY? Dirt in the oil pump

WHY? Root Cause lack of preventaYve maintenance on Oil SieveCountermeasure: Check Oil Sieve & replace when ineffecYve



Problem Statement: Technical Team members are being contacted for applications they do not support

The external team does not know who to contact

It is not identified which team members support each application

There is no externally-accessible and maintained list showing this

Process has not been set-up to create, maintain and publish such a list

Impact of not having such a list not realised

WHY?

WHY?

WHY?

WHY?

WHY?



• Prepare detailed AMS L2 Contact S/S with email and telephone details of all team members, application list and matrix of who supports each application, and circulate to all teams on customer account who need to contact AMS



Prepare first-pass Contact S/S from existing details within AMS, circulate to AMS team and consolidate feedbackAgree method of circulating Contact S/S round other application teams

Implement and regularly maintain and circulate S/S with team and application changes

DC

DC

DC

4Q 2011

4Q 2011

1Q 2012



Confirmation will be provided by monitoring the number of continuing wrong contacts each month, and the root cause of any such contacts will be analysed to determine what further improvements need to be made on the s/s and the method of circulating it



As per comment from PQA Analyst Ian L in last review carried-out in April , the document and circulation process will be embedded into our PM System Summary and its update will also be added into our On / Off Boarding process



Does It Work...?

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Resource Joined Primary Workstation

Available

Remote VDI

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Workspace Setup Generic KT

Completion

Functional KT

Completion/Ready to

be deployedDays



Learn to Do

Learn to Coach



Resources



What Next?

Learn to Do

Learn to Coach



Kontakta oss

Avega Group i Stockholm Grev Turegatan 11A 114 46 Stockholm Tel. 08-‐407 65 00 !Avega Group i Öresund Gustav Adolfs Torg 45 211 39 Malmö Tel. 040-‐10 51 00 !Avega Group i VästKungstorget 5 411 17 Göteborg Tel. 031-‐10 75 00 !Avega Group i Oslo Filipstads Brygge 1 0250 Oslo Aker Brygge Business Centre, 2nd floor Tlf. +47 21 06 24 1 [email protected] !www.avegagroup.se www.avegagroup.no

Thank You !!!!!!



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Leadership & Management