A3 Thinking Applied to Policy Deployment
-
Upload
didier-rabino-lbc-sensei -
Category
Documents
-
view
9.484 -
download
5
description
Transcript of A3 Thinking Applied to Policy Deployment
1 Author: Didier Rabino
Guidance to buildinga lean management system
Using A3 for Policy Deployment
2 Author: Didier Rabino
• Create A3 policy deployment with risk assessment
• Demonstrate A3 thinking based policy deployment and tools
• Illustrate the use of tools associated with policy deployment
• Define core skills and behaviors to build a lean management system.
Course Objectives
3 Author: Didier Rabino
IntroductionWho am I?• Plant manager at Andersen Corporation• Former corporate lean leader at Andersen• Worked 13 years for Steelcase in the US and Europe• 18 years leading and supporting lean transformations and lean implementations
Who are you?• Name• Function• Experience with A3 and Policy Deployment• Expectations from the class.
4 Author: Didier Rabino
Agenda
• Info about Policy Deployment
• Info about A3 Thinking
• A3 Strategy Process– Generation– Deployment– Implementation– Evaluation.
5 Author: Didier Rabino
Managing Expectations“A man who carries a cat by the tail learns
something he can learn in no other way.”
Mark Twain
This class will not make you an expert…only experience can.
6 Author: Didier Rabino
What is Policy Deployment?
A process that:– Reflects on currents year’s performance– Defines key areas of emphasis for next year– Establishes goals for the coming year– Focuses and aligns activities– Allows to respond quickly to threats and
opportunities– Enables the development of a learning
organization.
7 Author: Didier Rabino
What are the origins of PD?
8 Author: Didier Rabino
Conventional PlanningPost WWII: Taylor’s “scientific management” applied to planning and management
– Many schools created based on complex system
– Planning schools are for “smart people”– Over-managed, detached, and prescriptive– Purely analytical. Nothing is intuitive– No shared vision and many goals– No indications on how to deploy the strategy.
9 Author: Didier Rabino
1994: The moment of truthThe emperor does not have any clothes!
10 Author: Didier Rabino
1994: Henry Mintzberg“Strategy cannot be planned because planning is about analysis and strategy is about synthesis.”He adds:“Strategies are created by emphasizing informal learning and personal vision.”Mintzberg, 1994
11 Author: Didier Rabino
“Most large U.S. Corporations are run like the Soviet Union economy…with their emphasis on central plans…which spell out expectations for managers’ actions… a remarkably effective
Central Planning
way of killing creativity and entrepreneurship.”
Kenichi Ohmae, 1982
12 Author: Didier Rabino
Strategy = Analysis + Intuition“Chess is not all calculation. I do the calculation, but I also look at my opponent, his body language, and his intuition.”
Alexander Kotov, 1971
13 Author: Didier Rabino
Left over from Planning Schools
• Command and control in disguise… “you shall!”
• Default to budgeting… but the budget does not tell us who we are and where we are going
• Dysfunctional event with silo thinking before going back to business as usual.
14 Author: Didier Rabino
Differences with Policy Deployment?
• Process, not an event
• Collaborative approach (horizontally and vertically)
• Balance of analysis and intuition
• Always close to what is happening in Gemba
• Based on the understanding that managerial work is calculated chaos with controlled disorder
• Follows PDCA model.
15 Author: Didier Rabino
Review of PDCA
REFLECTREFLECT
GRASP THESITUATION
HYPOTHESISHYPOTHESIS
EXPERIMENTEXPERIMENT
ADJUST ADJUST
Plan
DoCheck
Act
16 Author: Didier Rabino
Comparing Broccoli and PDCA?
… Fractals
17 Author: Didier Rabino
Fractals View of PDCA
Tools
Activities Activities
Tools
18 Author: Didier Rabino
Policy Deployment Cycle
• Micro • Mid-year • Year end
• Micro • Mid-year • Year end
• Micro
• Mid-year
• Year end
• Micro
• Mid-year
• Year end
• Prioritize needs & choose objectives
• Create plan • Deploy plan
• Prioritize needs & choose objectives
• Create plan • Deploy plan
• Implement action plans
• Implement action plans
Grasp theSituation
• Reflect on current condition• Develop image of desired future
• Reflect on current condition• Develop image of desired future
Plan
DoCheck
Act
19 Author: Didier Rabino
Activity 1 – Grasping the Situation
The Advisory Committee
Phase 1: Read page 1 & 2 and discuss by group (7 min)
Phase 2: Read page 3 and discuss by group (5 min)
Phase 3: Class reflection (8 min)
20 Author: Didier Rabino
What is A3?• Big piece of paper (11x17)
• One page document, but the form is only one part of the methodology
• Proven tool taught to us by Toyota.
21 Author: Didier Rabino
What are the benefits of A3?
• It encourages PDCA• It clarifies the link between true problems and
countermeasures• It develops thinking problem-solvers• It fosters dialogue within the organization• It forces “5S for information” • It leads to effective countermeasures and
solutions based on facts and data.
22 Author: Didier Rabino
A3 Strategy Construction
What did we plan to achieve last year? What are the plans by S,Q,D,C,M topic?
What did we achieve? Who are the owners of the plans?
How will the plans be achieved?
What are the new targets?
What did we plan to do last year?
What did we do?
What have we learned?
What are the new requirements this year? Are there any unresolved issues?
What is the image of the desired future? What are the risks?
What are the countermeasures?
How will these actions be beneficial?
What do we need to do to achieve this year's strategic objectives?
STRATEGY A3Last year's targets, performance and gaps
Last year's activities
Analysis / Justification to this year's activities
This year's action plan
Contingency plan and unresolved issues
What do we need to stop doing, start doing and continue doing?
23 Author: Didier Rabino
A3 Strategy Template
24 Author: Didier Rabino
The Road Metaphor
Current Condition(Where we are)
Our Vision(Destination)
Use Policy Deployment
Use Operational Plan
Avoid Distractions!
25 Author: Didier Rabino
How do you get there?
Grasp theSituation
• Reflect on current condition• Develop image of desired future
• Reflect on current condition• Develop image of desired future
Plan
DoCheck
Act
26 Author: Didier Rabino
Reflect on Current Condition• Performance, gaps and targets:
– What were last year’s results?– Are we getting better or worse?
• Reflection on the year’s activities:– Assess each of last year’s activities:– What worked and what didn’t work?– What prevented us from meeting our
target?– What did we learn?
Grasp theSituation
• Reflect on current condition• Develop image of desired future
• Reflect on current condition• Develop image of desired future
Plan
DoCheck
Act
27 Author: Didier Rabino
Reflect on Current Conditions
28 Author: Didier Rabino
Activity 2 – Dashboard Analysis
Display Plus PlasmaCase Study
Phase 1: Study the graphs to decipher the story (5 min)
Phase 2: Compare notes and discuss by group (5 min)
Phase 3: Class reflection (5 min)
29 Author: Didier Rabino
Develop Image of Desired FutureIdentify 3 – 5 key areas of emphasis: • What needs to be done & how will these
areas be of benefit?• What are your external and internal
environments at year end?• What are your company business needs
and priorities?• What are the new needs and
expectations?
Grasp theSituation
• Reflect on current condition• Develop image of desired future
• Reflect on current condition• Develop image of desired future
Plan
DoCheck
Act
30 Author: Didier Rabino
Develop Image of Desired Future
31 Author: Didier Rabino
• Prioritize needs & choose objectives
• Create plan • Deploy plan
• Prioritize needs & choose objectives
• Create plan • Deploy planPlan
Grasp theSituation
How do you get there?
DoCheck
Act
32 Author: Didier Rabino
What will the key performance targets for next year be?• Safety• Quality• Delivery• Cost
Based on key areas of emphasis, what will the specific targets for each of the key performance metrics be?
Prioritize Needs - Objectives• Prioritize needs &
choose objectives• Create plan• Deploy plan
• Prioritize needs & choose objectives
• Create plan• Deploy planPlan
Grasp theSituation
DoCheck
Act
33 Author: Didier Rabino
Catch Ball ProcessGive and take process used during the planning
process to cascade strategies through the organization:
1. Vision is provided by the president who “tosses” it to senior manager
2. Senior managers “catch” the vision and translate it into strategies that are tossed back to the president: “Will these activities achieve your vision?”
3. President provides guidance with strategies tossed back and forth
4. When consensus is reached the strategies are tossed to middle managers and so forth.
34 Author: Didier Rabino
Activity 3 – Reflect and Plan
Display Plasma Plus
Phase 1: Read case study and assign roles (5 min)
Phase 2: Catch ball / Tree Analysis (7 min)
Phase 3: Class Reflection (5 min)
35 Author: Didier Rabino
Prioritize Needs - Objectives
36 Author: Didier Rabino
Create One Page PlanCreate one page plan to achieve
objectives:• Brainstorm ideas: 10 minutes to gather 7 concrete ideas per person on post-its• Group by theme
• Prioritize needs & choose objectives
• Create plan• Deploy plan
• Prioritize needs & choose objectives
• Create plan• Deploy planPlan
Grasp theSituation
DoCheck
Act
37 Author: Didier Rabino
BrainstormFocus: Running a marathonObjectives: Personal accomplishment. Improve endurance. Lose
weightTargets: Finish the Twin Cities marathon in less than 4 hours Loose 30 pounds by July.
Delegate work
Free up time
Talk to family
Get enough rest
Talk to business partners
Buy new running shoes
Buy camel pack
Find short and long course paths
Prepare physically
Talk to colleagues who ran last year’s marathon
Subscribe to Runner’s magazine
Find a personal trainer
Change diet Find right running buddies
Read about injury prevention
Read about mental aspects of running
Perform correct stretching before running
Work on flexibility and strength at gym
38 Author: Didier Rabino
Affinity Diagram
Step 1 - Generate ideas (Brainstorm)Step 2 - Display ideasStep 3 - Sort ideas into groupsStep 4 - Create header cardsStep 5 - Draw finished diagram.
39 Author: Didier Rabino
Affinity DiagramGroup ideas by short, action title
Objectives
Header 1
Header 2
Header 3
Header 4
Header 5
Header 6
Activity
Activity
Activity
Activity
Activity
Activity
40 Author: Didier Rabino
Create One-Page Plan
41 Author: Didier Rabino
Activity 4 – Affinity Diagram
Running a Marathon
Phase 1: (15 min)Step 1 - Generate ideasStep 2 - Display ideasStep 3 - Sort ideas into groupsStep 4 - Create header cardsStep 5 - Draw finished diagram
Phase 2: (5 min)Present and reflect in class
42 Author: Didier Rabino
Contingency planning
What if...? How could…?
• Complex tools:– FMEA, Fault Tree
Analysis
• Simple tools:– Sun diagram + Problem-Countermeasure matrix
Sun diagram
43 Author: Didier Rabino
Contingency Plan
44 Author: Didier Rabino
Activity 5 – Contingency Planning
Running a marathon:
1.Develop Sun Diagram (10 min)
2.Discuss in class (5 min)
45 Author: Didier Rabino
Deploy the plan• Plant A3 • “Mother” A3s:
– key metrics for plant:• safety, quality, delivery, cost
– how to cascade broad brush and hard goals
• Functional A3s:– from plant to value streams and
functional departments• Two must meet.
• Prioritize needs & choose objectives
• Create plan• Deploy plan
• Prioritize needs & choose objectives
• Create plan• Deploy planPlan
Grasp theSituation
DoCheck
Act
46 Author: Didier Rabino
Deploy the planPlant Management
Functional Leader
Safety Quality Delivery Cost
VSM 1
VSM 2
VSM 3
Supply Chain
Deployment Leader Safety
Deployment Leader Quality
Deployment Leader Delivery
Deployment Leader Cost
47 Author: Didier Rabino
• Less is more. – Make A3 easy to read – “Complexity is crude state. Simplicity marks
the end of a process of refining.” Mark Twain• Rehearse your presentation• Give each person a copy of the A3• 7 minutes to tell the story• Yellow card at 6 minutes, red card at 7 minutes• 10 minutes for Q&A• People give A3 back with their names with notes.
Deploy the Plan: Present
48 Author: Didier Rabino
Plant A3 Strategy
High-level SQDC
Deployment Leaders
Cost
A3 Strategy
Delivery
A3 StrategyQuality
A3 StrategySafety
A3 Strategy
Mgr & Supervisors
A3 StrategyA3 Strategy
A3 StrategyA3 Strategyids Plans &
Projects
PLAN
P
D
A
C
Deploy the Plan
49 Author: Didier Rabino
Implement Action Plans• Go see
• Visuals - real time:– What is happening to the plan?
• Implement action plans
• Implement action plans
Grasp theSituation
DoCheck
PlanAct
50 Author: Didier Rabino
“Go See” Process:1. Team reviews last weeks
“Go See" observations
2. Deployment Leader leads the “Go See” walk (one topic a day: SQDCM)
3. Team follows the map, checks and write observations
4. Team identifies necessary corrective actions.
200 SeriesMulls
Su
pe
rma
rke
t
200 Series Fixed
WindowsTier 4 Wall
200 SeriesWork
Center 4
200 SeriesWork
Center 6
A SeriesFixed
A Series Unit Line
A Series Mulls
A Series Sash Line
Su
pe
rma
rke
t
Shipping and Receiving
A SeriesPaint
A Series Fabrication
51 Author: Didier Rabino
Example of “Go See Quality”STOPS (3) ACT (Observations from / / ) (2) CHECK (1) PLAN
8:20 FPA board Produce conforming products200 Series Air / water test Produce performing productsFixed Windows Feedback loop Provide feedback to SM
Repair run chart / FTT Make product right the first time8:25 Run chart Deliver correct part to the lineA Series Run chart Deliver good parts to the lineFabrication Feedback loop Provide feedback to the suppliers8:30 FPA board Produce conforming productsA Series Feedback loop Provide feedback to SMPaint Repair run chart / FTT Make product right the first time8:35Ship. & Receiv.8:40 FPA board Produce conforming productsA Series Air / water test Produce performing productsAssembly Feedback loop Provide feedback to FAB
Repair run chart / FTT Make product right the first time8:45 FPA board Produce conforming products200 Series Air / water test Produce performing productsWork Center 6 Feedback loop Provide feedback to SM
Repair run chart / FTT Make product right the first time8:50 Run chart Deliver correct part to the lineSupermarket Run chart Deliver good parts to the line
Feedback loop Provide feedback to the suppliers8:55 FPA board Produce conforming products200 Series Air / water test Produce performing productsWork Center 4 Feedback loop Provide feedback to SM
Repair run chart / FTT Make product right the first time9:00 FPA board Produce conforming products200 Series Feedback loop Provide feedback to lineMulls Repair run chart / FTT Make product right the first time
52 Author: Didier Rabino
Micro Check and Adjust1. Metrics
– Dashboards• Grasp the situation
– Bowling Chart• Targets• Actual• Status (R/Y/G)
2. Check Activity / Process.
• Micro • Mid-year • Year end
• Micro • Mid-year • Year end
• Micro
• Mid-year
• Year end
• Micro
• Mid-year
• Year end
Grasp theSituation
Check
Act Plan
Do
53 Author: Didier Rabino
Micro Check and Adjust
Bowling Chart Dashboard
0
200
400
600
800
1000
1200
1400
1600
1800
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
Production Actual Production TargetProfit Actual Profit Target
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Customer Sat Actual Customer Sat TargetOEE Actual OEE Target
Red
Yellow
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Missed Orders Actual Missed Orders TargetExpedite Costs Actual
Yellow
0
5
10
15
20
25
30
35
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
# Suggestions Actual # Suggestions TargetSavings Actual
Red
54 Author: Didier Rabino
Dashboards:– Hot spots visible at a glance
• Process measures and • End-of-pipe measures
– Show target line and status box (R/Y/G)– What are the required support processes?
Micro Check and Adjust
55 Author: Didier Rabino
Connected Check
Micro Check and Adjust
TeamSupervisors, Team Leads
Monday
Plant/Deployment LeadersPlant Mgr, Deployment Ldrs, VS Mgrs
Wednesday
Value StreamVS Mgrs, Supervisors
Tuesday
Safety O XQuality O XDelivery O XCost O X
Schedule for Period Micro Check of the PlanWeek 1 Week 2 Week 3 Week 4
56 Author: Didier Rabino
Mid/End Year Check and Adjust• Big-picture checks
– Time for reflection– Adjustments needed to be made
• Reflection A3 (Deployment leaders)– Summary of current conditions– End-of-pipe targets
(bottom-line/downstream)– Process targets (upstream)
• Book of Knowledge– Learning organization.
• Micro • Mid-year • Year end
• Micro • Mid-year • Year end
• Micro
• Mid-year
• Year end
• Micro
• Mid-year
• Year end
Grasp theSituation
Check
Act Plan
Do
57 Author: Didier Rabino
Mid/End Year Check and Adjust
58 Author: Didier Rabino
Plant A3 Strategy
High-level SQDC
Deployment Leaders& Mgrs
Deployment Leaders
Cost
A3 Strategy
Delivery
A3 StrategyQuality
A3 StrategySafety
A3 Strategy
Mgr & Supervisors
A3 StrategyA3 Strategy
A3 StrategyA3 Strategyids Plans &
Projects
Mgr & Supervisors
A3 Reflection
A3 ReflectionA3 Reflection
A3 ReflectionQuarterly & Year-End
Cost
A3 ReflectionDelivery
A3 ReflectionQuality
A3 Reflection
A3 Reflection
Safety
CHECK PLANDO
ACT(corrective actions against Plans)
P
D
A
C
Mid/End Year Check and Adjust
59 Author: Didier Rabino
Annual PDCA Cycle
• Micro • Mid-year • Year end
• Micro • Mid-year • Year end
• Micro
• Mid-year
• Year end
• Micro
• Mid-year
• Year end
• Prioritize needs & choose objectives
• Create plan • Deploy plan
• Prioritize needs & choose objectives
• Create plan • Deploy plan
• Implement action plans
• Implement action plans
Grasp theSituation
• Reflect on current condition• Develop image of desired future
• Reflect on current condition• Develop image of desired future
Plan
DoCheck
Act
• Micro • Mid-year • Year end
• Micro • Mid-year • Year end
• Micro
• Mid-year
• Year end
• Micro
• Mid-year
• Year end
• Prioritize needs & choose objectives
• Create plan • Deploy plan
• Prioritize needs & choose objectives
• Create plan • Deploy plan
• Implement action plans
• Implement action plans
Grasp theSituation
• Reflect on current condition• Develop image of desired future
• Reflect on current condition• Develop image of desired future
Plan
DoCheck
Act
60 Author: Didier Rabino
TIER 4 Org Chart
Meetings & Board Guidelines
Four Rules of AMS
SAFETY QUALITY DELIVERY COST
<< AREA NAME>> A3 BOARD
Strategy A3
MORALE
Go See MORALE
OWNER: *******
Go SeeCOSTOWNER: ******
Go See DELIVERY
OWNER ********
Go See QUALITY
OWNER: *******
Go See SAFETY
OWNER: ******
DASH BOARD DASH BOARDDASH BOARDDASH BOARDDASH BOARD
Deployment Leader
Strategy A3 Strategy A3Strategy A3Strategy A3
Deployment Leader Deployment Leader Deployment Leader Deployment LeaderPlant Strategy A3
Putting Everything Together
61 Author: Didier Rabino
AMS House
NAME DATE
First NameLast Name
<< AREA NAME >> ACCOUNTABILITY BOARD
Book of Knowledge
Bowling Chart
Strategy A3
Putting Everything Together
62 Author: Didier Rabino
Activity 6 – Teach BackPhase 1: Prepare (5 min)
• PDCA
• A3 Thinking
• Catch Ball
• Affinity Diagram
• Deployment Leader
• Go See
Phase 2: Present (2 min)
63 Author: Didier Rabino
Guidance to building a lean management system
Using A3 for Policy Deployment
Last minute questions?