Policy Deployment 3Cs

Principle Document

This document was compiled by Mark Radley of GENEO Consulting Limited

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3C Strips

Context .............................................................................................................3

3C Strips ...........................................................................................................4

Goal ...........................................................................................................................................................................4

Purpose ...................................................................................................................................................................4

Bene0its ....................................................................................................................................................................4

Lean Leadership with 3C Strips .......................................................................5

3C Strips - Process ...........................................................................................5

Raising a 3C ...........................................................................................................................................................5
Types of 3C Strip .................................................................................................................................................6
Timelines ................................................................................................................................................................6
Reverse of 3C Strip .............................................................................................................................................6

Escalation ...............................................................................................................................................................7
Accountability and Responsibility ...............................................................................................................7
Tracking ..................................................................................................................................................................7
Acceptance of 3Cs ...............................................................................................................................................7
Resolution ..............................................................................................................................................................8
Review .....................................................................................................................................................................8
Contacts ...........................................................................................................9

Contact Us ........................................................................................................9

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Context

Problem Solving has four defence layers for protecting the margin and the
companys reputation.

3Cs First Line of Defence- rapid problem solving at all levels of the
business. An agility to escalate the problem to the appropriate level but,
more importantly, a method for engaging all employees in problem solving.
A3 Practical Problem Solving (PPS) Second Line of Defence - a mentoring
and coaching approach to solving problems. A thinking way for leaders.
Storyboard Third Line of Defence - a method for dealing with cross
functional, complex problems
Six Sigma Fourth Line of Defence - a methodology for complex, chronic
problems

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3C Strips

Goal

Everyone involved in first defence rapid problem solving.

Purpose

The purpose of 3C Strips is to provide a mechanism for the identification, and

resolution of problems at all levels of the organisation. It seeks a velocity
toward problem solving at the appropriate level with cross functional support
where needed.

The secondary purpose is to provide the organisation with a rapid ability to

escalate problems to the appropriate level for resolution.

Benefits

Transparency and visual management of problems

Prioritise effective utilisation of resource

Indicator for leadership of problem solving capabilities in the

operating system

People development tool

Drives accountability

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Lean Leadership with 3C Strips

The role of leaders is to ensure the following:

Team members are developing their problem skills with the 3C

methodology

Driving the resolution of problems by the team is constantly being

challenged to stretch capability

Strips are data driven and speak with data

Containment / Countermeasure process is followed diligently

Integration of solutions built into standards

Recognise good work in the team

Escalate when necessary and engage other functions

Challenge timelines being committed to by the team

3C Strips - Process

Raising a 3C

A 3C can be raised when the following occurs:

A Key Performance Indicator moves into the red or is showing a

downward trend that needs to be reversed

The leader decides intervention is required

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Types of 3C Strip

A White 3C Strip is used for a new concern that is not HSEC related

A Yellow 3C Strip is a repeat concern that is not HSEC related.

A Red 3C Strip is a specific concern relating to HSEC

Timelines

A 3C should be resolved within 10 days of being raised. This requires a

working countermeasure within the stipulated ten days.

The ten check cycle of the countermeasure can continue beyond the ten
days.

Any concern that exceeds the agreed timeline within the ten days must be
escalated. This is to address capability issues with problem solving.

Reverse of 3C Strip

Where the agreed countermeasure will take more than ten days but less than
six weeks the reverse side of the 3C Strip will be used. This generates a mini
plan for the implementation.

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A 3C Strip with a countermeasure longer than 6 weeks duration must be
incorporated into the existing 90 Day Plan or the formulation of the next plan.

The manager or above are the sole people responsible for the authorisation
of the reverse side or moving 3Cs to the 90 Day Plan.

Escalation

Deviation from agreed timelines

Where ownership of a concern cannot be agreed

Where countermeasures cannot be agreed

Accountability and Responsibility

The owner of the 3C is not necessarily the person accountable for the
resolution of the problem. The owner, or person responsible, is the
coordinator for its resolution whilst the 3C is live in the Information Centre.

Tracking

The number of open and closed 3Cs in the Information Centre is necessary
to provide guidance to leaders for required intervention.

Visually track 3Cs that have been moved to another Information Centre for
report back purposes.

Acceptance of 3Cs

A 3C should not be accepted at an Information Centre meeting without a

working containment action in place.

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Resolution

The 3C cannot be removed from the Info Centre until the following actions
have been completed:

The countermeasure has been successfully implemented

The check cycle has been completed successfully

All relevant standards have been updated

People have been trained in the new standard

3Cs should be kept in an archive in the Information Centre.

Review

New concerns must be reviewed daily until they are fit to move to the In
Progress section.

Other strips do not require review on a daily basis but are pulled into the For
Review section in accordance with the agreed timelines.

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Contacts

Contact Us

This document was written by Mark Radley with the support of Chris Jones, Roger Bent,
Gary Sermon, Mike Slinger, Andrew Hemingway and Tim King.

For further details on how GENEO can support your organisation with Lean transformation,
please contact us on:

sales@geneo.co.uk

www.geneo.co.uk

Mark Radley - Director

markradley@geneo.co.uk
m:+44(0)7753600158

Tim King - Director

timking@geneo.co.uk
m: +44(0)7810820414

GENEO Consulting Limited

7 the Parade
Leamington Spa
Warwickshire
CV32 5SG
+44(0)1926423132

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