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JDI / A3 Management Process Start with A3 B4 6S ! [Start with JDI (A3 Thinking) Before Six Sigma]. Presenter Date Place. Source material for this presentation. Safety Tip and Introductions. Name Position Location Years of experience in the industry

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  1. JDI / A3 Management ProcessStart with A3 B4 6S ![Start with JDI (A3 Thinking) Before Six Sigma] Presenter Date Place Source material for this presentation www.freeleansite.com

  2. Safety Tip and Introductions • Name • Position • Location • Years of experience in the industry • What is something nobody in this room knows about you? (keep it clean) www.freeleansite.com

  3. Learning Objective Learn how to utilize a systematic process to effectively solve small-scoped problems, requiring immediate action … more quickly. www.freeleansite.com

  4. Agenda 1) Group Discussion • See and Solve Problems • 3 Improvement approaches • Recap problem solving and the DMAIC framework • Discover 7 elements of Just-Do-It (JDI) A3 thinking • Review /explore Problem Solving Process 2) Document the Problem Solving Process • Template layout / Component parts 3) Work through / document a Problem / develop a (JDI) A3 template • Application 4) Share / Application • Next steps www.freeleansite.com

  5. Problems are Normal, Inevitable • Exposing and examining problems is desirable because they show us what can be improved. • Problems are a source of valuable information about what is going right or wrong. • Problemidentification and resolution are importanttools for managing a process, a unit, or an entire organization. • Problems may be a sign that we have changed, need to change, or need to consider an alternative. www.freeleansite.com

  6. Seeing Problems Problem gathering methodology: • Data Analysis • Actual performance against targets (KPIs) • Customer Surveys • Observation of work flow • Staff feedback • Benchmarking www.freeleansite.com

  7. Solving Problems Process Excellence / Continuous Improvement methodology: • Define the scope, problem statement, and opportunity. • Measure how well process is performing and how it is measured. • Analyze data collected on the process/ project and determine key process factors affecting variability. • Improve the process and test strategies that reduce variation. • Control processes to ensure continued performance. www.freeleansite.com

  8. Three Improvement Approaches Opportunity Identified Immediate Action Required Simpler Problem Complex Problem JDI A3 Report Very Small Team Just-Do-It 2-6 hours of effort (2-4 hours of training) Kaizen Event Small Team Concentrated Effort 3-7 days of effort (1 week of training) Lean Six Sigma Project Cross-Functional Project Based 1-4 months of effort (2 weeks of training) www.freeleansite.com

  9. All Approaches Follow DMAIC model • JDI / A3 = Basic problem solving tool, formalizes problem solving and documents how a problem was solved, minimal toolset (more about communication / culture change) • Kaizen = Workshop based problem solving tool, team based, little more around toolset • L6S = Project based problem solving tool, very team based, data driven, strong toolset www.freeleansite.com

  10. DMAIC model Illustrated Define Measure Analyze Improve Control Action Plan & Follow-ups JDI / A3 “Just Do It” Team of 1-3 4-6 Hours Background / Current Situation Outcome / Goal Identification Root Cause & Recommendations Countermeasures Implemented 30 minutes 30 minutes 1-2 hours 2-3 hours 1+ hours • Kaizen • Simple Issue • Team of 3-6 • 3-7 Days Sustainability & Measurement Current Process Map High Level Metrics / Value Stream Map Waste Identification & Improvement Plan Risk Analysis & Implementation ½ -1 day • ½ -1 day 1 day 1 day 1+ days • Lean • Six Sigma • Complex Issue • Team of 3-6 • 2-4 Months Control Plan & Measurement Requirements & Current Process Map Baseline Measurement Statistical Analysis & Solution Mapping Pilot & Implementation 1-2 weeks 2-3 weeks 1-2 weeks 2-3 weeks 1+ weeks www.freeleansite.com

  11. Recognize Important Problems and their Impact • Elements in the Just-Do-It (JDI) / A3 Thinking Approach • 1) Logical Thinking Process • 2) Objectivity • 3) Results • 4) Synthesis, Distillation, and Visualization • 5) Alignment • 6) Coherency within and consistency across • 7) Systems viewpoint www.freeleansite.com

  12. 1) Logical Thinking Process • “Unfortunate reality is that organizations face an infinite number of problems to solve, but only have a finite amount of resources available to attack them … “ • This approach helps to: • Address important details • Consider numerous avenues • Take into account effects of implementation • Anticipate possible stumbling blocks • Incorporate contingencies www.freeleansite.com

  13. 2) Objectivity • Don’t play the blame game! • Start with your own picture of the situation. • Make it explicit so you can share it with others. • Verify picture is objective. (Collect quantitative facts about the problem) • Discuss with others to verify it is accurate. • Make appropriate adjustments. • Objectivity is central component to this mind-set • Continually test understanding of a situation for assumptions, biases, and misconceptions. www.freeleansite.com

  14. 3) Results and Processes • It’s about personal development and problem solving • Processes used become paramount. • How well do you … • understand the problem? • investigate alternatives? • know how the proposal fits in a larger picture? • Results certainly test one’s understanding … • and achieving results accidently or by happenstance is of little long-term value as this process can be refined and repeated for better results. www.freeleansite.com

  15. 3) Results and Processes (continued) • Following process and not achieving results is equally ineffective. • Results truly are a test of one’s understanding. • Poor results not only fail to move the organization forward but also reflect a poor understanding, a situation that simply must be rectified. www.freeleansite.com

  16. 4) Synthesis, Distillation, and Visualization • Template is brief by design. • Point is to force synthesis of the learning acquired in course of researching the problem or opportunity and discussing it with others. • Not all information obtained is equally salient. • Must distill the synthesized picture to only the most vital points. www.freeleansite.com

  17. 5) Alignment • Communicate horizontally and vertically. • Consider history, past remedies. • Obtain practical consensus. • Take concerns seriously. • Individuals may need to sacrifice some of his or her interests for the greater group of the group/ organization. www.freeleansite.com

  18. 6) Coherency Within and Consistency Across • Establish logical flow. • Theme or issue should be consistent with organization’s goals. • Diagnosis of situation should be consistent with the theme. • Root-cause analysis follows directly. • Proposed remedies address root-causes. • Implementation plan puts remedies into place. www.freeleansite.com

  19. 7) Systems Viewpoint • Before engaging in specific course of action, develop a deep understanding of: • purpose of course of action • how course of action furthers organizational goals, needs, and priorities • how it fits into a larger picture and affects other parts of the organization • Avoid a solution that solves a problem in one part of the organization only to create another in some other part of the organization. www.freeleansite.com

  20. Review of Problem Solving www.freeleansite.com

  21. What is the Process? • Grasp Current Situation • Identify Root Cause • Devise Countermeasures and Visualize Future State • Create Implementation Plan • Build Consensus and Create a Follow Up Plan • Discuss with Affected Parties • Obtain Approval • Execute implementation and follow-up www.freeleansite.com

  22. Review of Problem Solving Process • 1) Grasp the Current Situation • Gain thorough understanding of process or system • that gave rise to the problem • in the context where the problem occurred • i.e. – key to resolving a problem is in a detail that no one has yet noticed… (for if anyone had, the problem would have been prevented!) www.freeleansite.com

  23. Review of Problem Solving Process • 1) Grasp the Current Situation • Clarifying the problem further involves finding out why the problem is a problem; • that is what should be happening that is not; • or what is not happening that should be? • Going to ‘Gemba’ (actual place) to observe and to understand is an effective way to verify and update a person’s mental image of how the system works, making it more accurate to reality. www.freeleansite.com

  24. Review of Problem Solving Process • 2) Identify Root Cause • ASK: Why is this problem occurring? • (Most obvious cause may not be the root cause!) • Continue to Ask why? At least 5 times in the causation chain • Continue this inquiry until recurrence can be prevented by addressing that cause • When completed, problem solver has complete and coherent cause-effect chain that demonstrates an in-depth understanding of the problem in context, noting how root cause is linked to observed phenomenon. www.freeleansite.com

  25. Review of Problem Solving Process • 3) Devise Countermeasures and Visualize Future State • Brainstorm specific changes (countermeasures) to current system that addresses the root cause(s). • These changes (countermeasures) should be designed to prevent recurrence of the problem. • Give serious consideration to how the new system, process, or procedure will operate with the countermeasures implemented. • Share envisioned change with key representatives of those groups that will be impacted by it. www.freeleansite.com

  26. Review of Problem Solving Process • 4) Create a Plan • List tasks required to realize and implement proposed countermeasures • Who is responsible for that activity? • When will that activity be completed? • Exactly Who is going to do – • What, Where, When, Why, and How … • Create plan with team so that the persons listed in the implementation agree to carry out the tasks by the assigned date. www.freeleansite.com

  27. Review of Problem Solving Process • 5) Follow-Up • Include how the actual results will be verified against predicted outcomes • After the change … • how will we know the problem is taken care of? • Follow-up is important! • Follow-up determines whether implementation had any effect, if not – then, further work on the problem remains. • Follow-up increases amount of learning that occurs. • Follow-up by key individuals or managers shows organization is paying attention to problems and not just letting them slip through the cracks. www.freeleansite.com

  28. Review of Problem Solving Process • 6) Discuss Learning and Ideas with Affected Parties • Approach individuals again with whole picture. • Diagram current situation and diagnosis of root cause through implementation and follow-up plans. • Insure as much alignment as possible. • Although problem solving may be led by an individual, the process must be carried out collaboratively with as broad an audience as is appropriate for the problem. www.freeleansite.com

  29. Review of Problem Solving Process • 7) Obtain Approval • This is an explicit learning / mentoring opportunity! • Gives manager opportunity to mentor the problem solver. • Aids in the following developmental processes: • Enhances his/ her investigative/ reasoning skills • Helps build communication • Enforces and challenges rigor www.freeleansite.com

  30. Review of Problem Solving Process • 8) Implement and Follow-Up • Upon approval, implementation plan is executed! • If results are satisfactory, new change is established as the standard process and results are disseminated to other groups that may have similar situations. • If results are not satisfactory, team engages in an abbreviated problem-solving process to discover why the results were not satisfactory and to take corrective action. www.freeleansite.com

  31. Documenting the Process • A problem solving process is universal, but we can’t always write a report for each and every little problem. • Questions to Answer: • Is the situation difficult enough to warrant using a template to provide structure? • Will there be on-going discussion for some time so this summary of the thought process has communication value? • Will a person be well served in terms of development by drafting out a template? • Is there a good reason to document and capture the knowledge in some fashion? www.freeleansite.com

  32. Template helps with Problem Solving • The one-page template is meant to identify and communicate the critical project information and to facilitate decision-making. • This information should fit on one page. • It is customized to the Team Leader and application at hand. • It can be characterized as a Lean tool best suited for solving relatively short-duration improvement activities. www.freeleansite.com

  33. Template helps with Problem Solving (continued) • This process standardizes an approach for innovating, planning, problem-solving, and communicating with others. • It places ownership squarely on the shoulders of the lead (author-owner) of the report, the individual whose initials appear in the upper right-hand corner of the paper. • This person has taken or accepted responsibility to get decisions made and implemented. www.freeleansite.com

  34. Template layout is Universal, Simple, Easy • Every issue that an organization faces can and should be captured on a single piece of paper. • Like a resume, can be adapted in layout, style, and emphasis. • The layout can be adapted to fit the requirements of each situation. www.freeleansite.com

  35. What does a template look like? • Can be Handwritten www.freeleansite.com

  36. What does a template look like? (continued) • Can be more Formal DRAFT www.freeleansite.com

  37. What are the elements? • Background - A brief description of the problem, highlighting the importance to the organization and the measures used. • Current Situation - Visual depictions of the problem under consideration. • Analysis - The analysis performed to determine root cause(s). • Goal - A visual depiction of what the situation would need to be so that the problem did not occur. www.freeleansite.com

  38. What are the elements? (continued…) • Recommendations - The solution that will be (or has been) implemented. • Implementation Plan - Tasks, start dates, duration, responsibilities, and completion status. • Follow Up - Post-implementation tasks to ensure solution benefits are maintained. • Results Report - Charted progress to plan with implementation and measures. www.freeleansite.com

  39. Step-by-Step Theme or Title – Names the problem or issue at hand. www.freeleansite.com

  40. Step-by-Step Theme or Title – Names the problem or issue at hand. Owner/ Date – Identifies ‘Who’ owns this issue and the last document update or revision. www.freeleansite.com

  41. Step-by-Step Theme or Title – Names the problem or issue at hand. Owner/ Date – Identifies ‘Who’ owns this issue and the last document update or revision. Background – Establishes Business Context and Importance. www.freeleansite.com

  42. Step-by-Step Current Conditions – Describes what is currently known about the problem or issue. www.freeleansite.com

  43. Mapping Example Simple flowchart example (with data)

  44. Mapping Example Value Stream Map Example (w/ Symbols) Value Stream Mapping is the process of identifying and charting the flows of information, processes, and physical goods across the supply chain from raw material to possession of the Customer.

  45. Step-by-Step Current Conditions – Describes what is currently known about the problem or issue. Goals / Targets – Identifies desired outcome. www.freeleansite.com

  46. Step-by-Step Current Conditions – Describes what is currently known about the problem or issue. Goals / Targets – Identifies desired outcome. Analysis • Analyzes the situation. Why does the problem or need exist? What is the most likely or direct root cause of the problem? www.freeleansite.com

  47. Step-by-Step Proposed Countermeasures – Proposes some corrective actions to address the problem, close the gap, or reach a goal. www.freeleansite.com

  48. Step-by-Step Proposed Countermeasures – Proposes some corrective actions to address the problem, close the gap, or reach a goal. Plan – Who will do what, when, where ?? www.freeleansite.com

  49. Step-by-Step Proposed Countermeasures – Proposes some corrective actions to address the problem, close the gap, or reach a goal. Plan – Who will do what, when, where ?? Follow-up – Creates a review / learning process and anticipates remaining issues. www.freeleansite.com

  50. Key Questions around the Problem / Issue • Who is responsible for this issue? • Who owns the process for addressing the problem (or realizing the opportunity or managing the project)? • What is the business context? • How did you decide to tackle this problem? • What do you actually know and how do you know it? www.freeleansite.com

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