A3 Problem Solving

June 2016

 

 

Countermeasures and target condition – improvements to address the most important causes:

Measure, Evaluate Effectiveness – Metrics and Targets:

Obs

erva

tion

, dat

a co

llect

ion,

dis

cuss

ion

Current condition - “go and see for yourself”, where do things stand today?:

Analysis – determine the root causes:

Goal Statement – build upon the problem statement to specify the results needed:

Standardization and Yokoten checklist:

PDCA Problem Solving A3Title: ____________________________ Location: __________ Date: ___________ Team Leader: ___________

Version 10 – 01/31/10

Problem statement - define the gap:

Business case – why are we talking about this?:

Metrics, include cost benefits Before Target After % Change Evaluation

Team members: ____________________

FunctionalStakeholder

FunctionalStakeholder

Strategy/ProjLeader

FunctionalStakeholder

Functional Stakeholder

FunctionalStakeholder

FunctionalStakeholder

FunctionalStakeholder

A3 Dialogue for Understanding, Agreement, and Alignment

Cause Countermeasures/solutions ______ _________________________________

Action Plan:

Actions to implement countermeasures Who Where By when

Owner: __________

Containment actions Who Where By when

Manager/Process Owner sign-off:1. Standard work documented / updated

2. 1 point lesson documented / updated

3. Application / learning for other areas recapped below:

Manager/process owner sign-off:

1. Use simple diagram, sketches, or photos to illustrate the improved process/target condition with

improvements implemented – visually designate the improvements that link back to the specific

problems and the root causes.1. Go to Gemba to observe and understand the problem(s) directly. Ask what, where, when, why, how much/often. Take time to draw what you see.2. Identify the important consequences/issues associated with the gap; break down the problem into specific sub-problems/effects3. Gather initial facts and data, not “assumptions and hearsay”; ensure “humble and critical reflection”.4. Determine if immediate “containment actions” are required, prior to understanding causes (ie, safety issue, customer-facing service or quality problem, etc).5. Use simple diagram, sketch, or photos to indicate to illustrate the process - visually indicate the problem areas.

Countermeasures and target condition – improvements to address the most important causes:

Action Plan:

Measure, Evaluate Effectiveness – Metrics and Targets:

Obs

erva

tion

, dat

a co

llect

ion,

dis

cuss

ion

Current condition - “go and see for yourself”, where do things stand today?:

Analysis – determine the root causes:

Goal Statement – build upon the problem statement to specify the results needed:

Standardize the Process, Share, Recognize

PDCA Problem Solving A3Title: ____________________________ Location: __________ Date: ___________ Team Leader: ___________

Instructions - for logical thinking process, NOT to “fill out the form”. Size sections as needed.

NOTE: When you are still in the phase of understanding the current condition and analyzing the problems, your analysis usually continues onto this right hand-side of the A3. Solutions should not be determined until you have understood the causes.

Metrics, include cost benefits Before Target After % Change Evaluation

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1. Indicate why this is a priority problem2. What is the negative impact on our customer/company/operations?3. Quantify the issue – indicate impact on cost , service , quality, downtime, etc

Show gap visually if possible

1. Quantify the expectations for the result. Should the gap be closed 100%, 50%, etc? 2. Specify the expected timing of the problem solving. Do we have 1 day, 1 week, 30 days, etc?

Analysis:

A. Further break down the gap into smaller, specific problems/effects/”streams of failure”

B. Summarize the facts and data using pareto and/or other charts and graphs to make visual.

C. For individual and specific smaller problem(s) - brainstorm potential causes. Use cause & effect diagram or similar to brainstorm and organize the range of potential causes in logical categories.

D. Determine and indicate most likely causes, using available facts, data, and expertise – go back to where the problem started to gather additional facts and data as required (ie, identify the “point of cause” or “birth of the defect”).

E. Test the causes and drill down using “5 why’s” method to determine the root cause(s) – maximum of 3 root causes per specific problem.

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1. List the countermeasures in the form of an action plan2. Each action item must have 1 responsible person with due date3. Ensure action plan has 1 overall owner to manage the implementation4. Include schedule for follow-up sustainment plans

1. Indicate future actions to standardize and sustain successful improvements2. Identify other potential applications to apply what has been learned and communicate to stakeholders3. Share reflections and recognition regarding the accomplishments of the team4. Confirm approval “sign-off” by the manager/process owner

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Team members: ____________________

What is the overall gap between current and the target or ideal? Include the “object” and the “defect”?

Cause Countermeasures/solutions ______ _________________________________

Owner: __________

1. Check to determine if problems are being resolved – are the countermeasures working? > Management check guideline: twice per day for 6 weeks. If results not stabilized, revise improvements and check again, twice per day for another 6 weeks.2. Review analysis and revise countermeasures if required3. Indicate relevant metrics in table form with before/target/after/%change and status evaluation

2. Recap the countermeasures required to address the primary root cause(s).

3. If required, seek approval to implement the countermeasures, using your A3.

4. Consider impact of countermeasures on other stakeholders – other functions, customers, suppliers,

etc

5. Link countermeasures/solutions to each root cause

Complex problem:

Sub-problem:

Sub-problem:

Sub-problem:

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Effect or Gap (Sub-problem)

A.

B.C

.

D.

E.

Cause

* Break down complex problem into smaller problems/issues/”streams of failure” with single points of cause for each.

Talking to others with humility & “hunger” to listen – for input, understanding, and alignment:1. If you are starting analysis, by now you should have consulted others who work in and around the process – customers, suppliers, other functions, other stakeholders. Indicate the names.NAME: __________ NAME: __________ NAME: __________ NAME: __________ etc.

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Version 10 – 01/31/10

Problem statement - define the gap:

Business case – why are we talking about this?:

Actions to implement countermeasures Who Where By when

1. Problem Statement with Business CaseProblem Statement

● PURPOSE: to summarize the issue and why it is important

● Clear & concise definition of the gap and its consequences

● Strive to quantify the gap

● Visualizing the difference between current and ideal helps to clarify the problem

● Sometimes the gap is created by changing the standard (ie, “raising the bar”)

Business Case● Indicates why the problem is important

● State is the impact to customer, business, organization – quantify the impact

● Why this problem? why now? – support with facts and data

Problem Statement1

1. Problem Statement with Business Case

Problem Definition:

Understand the problem

Ask “Is there more than one problem?”

Keep it simple!

Attack the problem, focus on the process, not the people!

We want to know what happened, what is happening, not who did it

1. Problem Statement with Business Case

Problem statement examples:

Problem Statement:● Scrap in the Binders Business is running at 3.0% vs. a plan of 2.7%● Overproduction has increased Red Tag over 110,000 Binders since January 2008

and will continue since there are no controls to prevent it.● The overproduction- related scrap is estimated at $150,000 annually and is using

needed capacity.

Problem Statement:● Month-end close is consistently requiring more than 240 work hours per month in

our department and is completed 2 -3 days late, more than 20% of the time.● Business needs require that we:

○ Reliably complete month- end on- time, for reporting purposes○ Create capacity for approximately 120 FTE hours per month towards analysis

to support improvement and growth

2. Current Condition – Go and SeeCurrent Condition

● PURPOSE: Observe and understand the problem at its place of origin – at “gemba” – turn assumptions and data into facts

● “Go and See” the problem; further understand the issue by asking, what, when, where, how much, how often – talk directly to people involved

● Determine if containment actions are required – to restore, flow, for safety, etc.

● Break down large problem into smaller problems/ issues – will identify “points of cause” for each

● Ensure use of humble and critical reflection

● Create visual of the condition using simple pictures, value stream or process maps, charts – visually indicate the important problem areas

Example:

1Current Condition2

3. Goal Statement

Goal Statement:● Create process to identify when overproduction occurs and action countermeasures to

prevent future overproduction. Reduce MTD scrap to 2.7% by August● Perform root cause analysis, implement countermeasures, measure effectiveness and

provide awareness of changes across three shifts by the end of the week of the Kaizen

Goal Statement● PURPOSE: Build upon the problem statement to specify the

needed results

● Describe and quantify the expected result of the problem solving

● Is the gap to be closed 100%, 50%, 25%, etc

● Set a target timeframe for completion – do we have 1 day, 1 week, 30 days, etc

● Confirm with the customer(s) of the problem solving

Example:

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2Goal State- ment

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Goal Statement

Objective

Practice developing a goal statement

InstructionsFor your assigned problem:

1. Go and see to learn as much as you can about the current state situation where the problem is occurring.

2. Based on your original assignment, draft a measurable and specific goal statement.

3. Test your goal statement with the sponsor or process owner, to validate the goal.

Time to Complete 30 minutes, plus 15 minute debrief

Deliverable● Answers to the 3 questions● Reflect on this exercise –

what did you learn?

4. Analysis – Identify the Root Cause(s)

Analysis● PURPOSE: Identify the root causes to correct and prevent

reoccurrence; identify the drivers needed to close the gap

● Consider all possible causes; avoid preconceptions – use cause and effect problem tree with 5 why’s to brainstorm and organize potential causes

● Use process knowledge, facts and data to narrow list of important causes

● Use 5 why’s to drill down to potential root causes and organize ideas

● Select root causes (max 3 per problem) and prioritize based on frequency & impact

Example:

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RCA4

4. Analysis – Identify the Root Cause(s)Drill down to root cause using factsand data, asking “Why?”

Why?Why?Why?Why?

Pareto

ExcessFlats

Counting Issues

Counters not working

Never Programmed

Lack of Follow- up

Counting @ wrong point

Counters set

incorrectly

Operators unfamiliar with

procedure

Lack of training

Root Cause

Root CauseRoot Cause

Therefore

4. Analysis – Identify the Root Cause(s)

Use the simplest tool needed – simple 5 why’s can work for quick cycle of problem solving

Root Cause

The 5 Why’s Tool

Too much glue on panel

Pressure roller bushing worn

Unable to adjust pressure roller

Incorrect pressure set

Bushing beyond its design life

No inspection process to check

No inspection process to check pressure rolling bushing

Replace pressure roller bushing

Add pressure roller bushing to PM process

What is the problem? – Direct Cause

Why?

Why?

Why?

Why?

Why?Therefore

Therefore

Therefore

Therefore

Therefore

Future State

Objective

Practice root cause analysis

Time to Complete 30 minutes, plus 15 minute debrief

Deliverable● Potential root causes.● Reflect on this exercise –

what did you learn?

InstructionsFor your assigned problem:

1. Identify sources of waste not requiring changes in product design, technology, or plant location.

5. Countermeasures and Target Condition

Countermeasures and Target Condition● PURPOSE: Identify improvements to address the root cause

● Select and prioritize countermeasures based on predicted effectiveness, benefit/ effort

● Recap countermeasures to be implemented for each root cause

● Consider impact of the countermeasures on other stakeholder – other functions, customers, suppliers, etc.

● If approval is required, use your A3 to seek approval

● Use simple diagram or photos to illustrate the improved process – visually designate the improvements that link to the problems/ cause being addressed

Example:

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Counter- measures5

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6. Action Plan

Action Plan● PURPOSE: Establish plan to implement the countermeasures

● Include details to clarify what, who, and when

● Ensure each action has 1 responsible person w/ due date

● Ensure action plan has 1 overall owner to manage the implementation

● Include actions and schedule for follow- up sustainment plans

Example:

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Action Plan65

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7. Measure the Effectiveness

Measures● PURPOSE: Evaluate the effectiveness of the countermeasures and

whether the root cause was addressed or not; quantify the benefits

● Has the problem been reduced, eliminated or prevented from reoccurring?

● Establish metrics and indicate in table form – current/ target/ after/ % change/ status

● Ensure checks to determine if problems are being resolved – management guidelines

○ Check twice per day for 6 weeks

○ If results not fully stabilized, revise improvements and check again for another 6 weeks

● If countermeasures are ineffective, review analysis and revise as required

Example:

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Measure Effectiveness 7

8. Standardize and Share – “Yokoten”

Standardize and Share● PURPOSE: Standardize and communicate what works

● Create or update standard work for the process

● Communicate and train those affected by changes

● Share learning to expand the knowledge and apply to other areas:

“Yokoten – “copy/ improve/ paste”● Learn from what does not work well

● Recognize the accomplishments of the team

Example:

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Standardize 8