dive into a3: aceconf
DESCRIPTION
A3 is a powerful continuous improvement method, abstracted from Toyota's practise. This is the talk I gave at ACEconf in Krakow in 2014TRANSCRIPT
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Martin BurnsDive Into A3
Special AnnouncementPlease Stand By
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Relative National Productivity, 1937
Source:Ohno: Toyota Production System: Beyond Large-scale Production
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Relative Productivity, 1976
Source:"The Competitive Status of the US Auto Industry, National Academy Press 1982
Employee Hours Per Vehicle
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491 $
2464 $
2.4x 5x
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Taiichi Ohno
The tools are just countermeasures to
business problems that Toyota has faced, and will be used only un8l be9er countermeasures are
found.
@MartinBurnsSV http://everydaylean.info
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?
@MartinBurnsSV http://everydaylean.info
Straw Poll:
0%
10%
20%
30%
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50%
>10 5-‐9 1-‐4 0
In the Last Year, How Many Improvements Did You See Around You?
@MartinBurnsSV http://everydaylean.info
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
@MartinBurnsSV http://everydaylean.info
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
@MartinBurnsSV http://everydaylean.info
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.
@MartinBurnsSV http://everydaylean.info
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
@MartinBurnsSV http://everydaylean.info
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.
@MartinBurnsSV http://everydaylean.info
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
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D
How will the countermeasures be implemented?
@MartinBurnsSV http://everydaylean.info
...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
@MartinBurnsSV http://everydaylean.info
...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.
More info at: http://everydaylean.info/tag/a3
Vision
Now
Target
Where do we want to be next?
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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
@MartinBurnsSV http://everydaylean.info
•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
@MartinBurnsSV http://everydaylean.info
• 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
@MartinBurnsSV http://everydaylean.info
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.
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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
@MartinBurnsSV http://everydaylean.info
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?
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• 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
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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
@MartinBurnsSV http://everydaylean.info
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
@MartinBurnsSV http://everydaylean.info
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
@MartinBurnsSV http://everydaylean.info
Does It Work...?
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Resource Joined Primary Workstation
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Remote VDI
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Workspace Setup Generic KT
Completion
Functional KT
Completion/Ready to
be deployedDays
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What Next?
Learn to Do
Learn to Coach
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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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