TPS A3 Report

A3 Reporting
Introduction
Thinking win, Win, WIN
A3 Reports
Introduction to A3 Reports
Marek Piatkowski – January 2017

Marek.Piatkowski@Rogers.com 1
A3 Reporting Introduction - Marek Piatkowski
Introduction
 Professional Background
 Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from
1987-1994
 TPS/Lean Transformation Consulting - since 1994
 Professional Affiliations
 TWI Network – John Shook, Founder
 Lean Enterprise Institute (LEI) – Jim Womack
 Lean Enterprise Academy (LEA) – Daniel Jones
 CCM/CAINTRA – Monterrey, Mexico
 SME, AME, ASQ, CME
 Lean Manufacturing Solutions - Toronto, Canada
http://twi-network.com

A3 Reporting
Introduction

A3 Reporting
Introduction

A3 Reporting Anatomy of A3 Report
Introduction
 A3 reports get their name from the paper size used to print them. In their purest
form, they are reports written on a single sheet of A3 (or 11” x 17”) paper.
 This is a paper size that works well for presenting the essential elements of a single
idea, with enough information to make a decision about it.
 Larger sizes of paper contain too much information, and the large format paper can
become clumsy. An 11 x 17 document is just right - it has enough room for a
concise chunk of knowledge, and it fits within the average person’s field of vision.
 The readers may focus on one part at a time, but they can always see the whole.
 This could be an answer to a Power Point fluff

A3 Reporting Advantages of using A3 Report
Introduction
 The A3 Report is a way to look with “new eyes” at a specific problem or an
objective identified by direct observation or experience
 Root cause analysis is not new to problem solving, but the A3 Report offers a
simple and consistent way to achieve and document it.
 Creating the Target Condition is easy because we so deeply understand what is
wrong with the Current Condition.
 There is tremendous power in having a single problem solving method in which
management and staff members develop confidence

A3 Reporting Books on A3
Introduction

A3 Reporting My Preferences
Introduction

A3 Reporting Elements of the A3 Process
Introduction
The A3 Report Itself The A3 Review Process

A3 Reporting Purpose of the A3 Report and Process
Introduction
 P-D-C-A
 Logical Thinking Process
 Engaging the Organization
 Types of A3 Reports
 Practical Problem Solving
 Strategy Deployment - Hoshin Kanri
 Proposals – new equipment, new layout, new
organizational changes, …
 Status Report
 And more …

A3 Reporting
Introduction
Problem Solving A3

A3 Reporting
Introduction
Reducing Defects
Problem Solving A3
In Assembly
Isao
Coach, Isao
Chip Process
I
Mary, Quality
Mount & Crimp Inspection
Punch Press
I
#1 I
Inspector
#2
#3
2 Shift 1 Shift
Device-K Assembly Shop

A3 Reporting
Reduce Scratches in Assembly
Manager Coach Shop: Device-K Assembly
Introduction
Title:
Andy ( Leader: Mary )
Dec. 15, 10 Update: Dec. 15, 2010
1. Background Devi ce-K Sal es Pl an by Product Ty pe
- Device-K is our next main product! Sales 4-2. Trial-1: On-line inspection just after line #1
- Increase in variety of mounting/ casing 380% # of Major
types Types crimper
- Quality is a key success factor in 3 10
Problem Solving A3 assembly as well as in thechip process
2. Current state (Based on November data)Fi rst Pass Rate (FPR)

Yi el d Rate target
target
FPR actual Exit of crimper On-line inspection!
Yi el d Rate actual
End of November, 2008
Metrics Target Actual Mp
4-3. Second observation: types of scratches
Output Rounded Fixing crimper head 4 also reduced missed crimp
/Demand 100% 99.2% 70% defects.
Straight
Yield Rate 97% 85.2% 28% Observed only in line #2 Next go see-2
First Pass Others
Rate (FPR) 90% 65.1% 2% Observed in all lines Punch press?
Actual output Not i mproved in
Demand
these three months!
92% of def ects were caused Scratches are most of ten i denti f i ed at i nspecti on:
4-4. Hypothesis & go see-2: First step of assembly line #2?
by Assembl y ! 48%of assembl y def ects Blade Small
Most scratches are
Bad Chip vs. Assembly Defects
repai red by re-pol i shi ng spring pimple!
Assembly = Waste! From punch
defects press
Inspection Straight scratches are observed here!
Bad NG:
chip
re-polishing Scratches Entrance of line #2
About 20 sec. /p
5. Countermeasures and plan
3. Target # Action item
1 Fix crimper head
Dec. 5th 12th 19 th 26th Jan. Responsibility Status
( 1) Z eroscratches! Mary & Jack Done
(2) Reduce missed crimps of 12%
FPR = 90% 2 Fix blade spring with Facility Team Done
* Based on November data 3 On-line inspection Trial Prep. 2-shift inspection Jimmy On
Mgr. Assembly track
4. Analysis 4 Re duce inventories Stop machines alternatively
Implement VM Maintain
Team On
4-1. Hypothesis & go see -1: Assembly line #2? between processes track
#3 6. Result & next challenge

(1) Remaining Defects
2nd week of Dec, 2008 1) Scratches (2%)
#2 Metrics Target Actual 2) Missed crimp (1%) 3) Others
Yield Rate 97% 95.0% (2) “Why” after current countermeasures
#1 1) Broken head – why ?
FPR 90% 90.2% 2) Pimple – why?
A3 Reporting Theme: Increase Operational Availability of Reflection Furnace
Introduction I. Outline of Workplace
Structure V. CAUSE ANALYSIS
TL RV JM TO Date: 1/5/2007
1 2 Work
Section 1 Group 111 ME
5 Smelt aluminum with 4 induction furnaces
Casting Section 2 Group 112 and 1 reflection furnace •There are two potential causes of not being capable of meeting our future operation
Dept
4 rate of 90% 1. too many breakdowns
Section 3 Group 211 Distribute the solution by lift truck after
4 2. too much time spent doing maintenance
Section 4 adjusting elements
Group 212 • Examination of records shows present level of maintenance is planned
Problem Solving A3 3
Procedure Summary • Investigation found largest cause of breakdowns is Clamp Misoperation Clamp Misoperation
4 Chain Slack
10% Cluch Slipping
Induction furnace ▲ Problem: Cannot meet future production Other
Base Measuring Element adjusting distribution
7
throw requirements at current operation rate 17%
Metal Reflection furnace
 WHY? Larger percent of breakdown 21
52%
 WHY? 52% of breakdowns due to clamp misoperation
 WHY? Sliding part in clamp guide bar binding 9
II. Background (reason for tackling this problem)  WHY? Spring on guide part not moving freely 21%
 WHY? Dirt build up in grease on spring

1 Start manufacturing of New It is determined that reflection Comparison of energy cost  WHY? No seal on housing for spring on clamp guide bar (ROOT CAUSE)
product (ISU head) in August furnace will be used VI. COUNTERMEASURES
Reflection 310
2 • Two countermeasures will be tested to address the root cause
Plan to increase production in Impossible with the current rate Furnace $/T 1. Clean springs frequently (short term)
November of operation 2. Install seals in spring housing (long term)
3 Induction 430 • Root cause will be tested by cleaning to remove dirt build up
Furnace $/T • If binding is eliminated seals will be ordered as permanent countermeasure
Department plan Unpractical countermeasure
for production increase • Cost of seals (less than that of cleaning) is justified by their long term effectiveness
III. Analysis of current situation – pinpointing the problem
VII. IMPLEMENTATION
• Standard: 90 % operation will be required on all reflection furnaces What Where Who when
• Discrepancy: between Standard and the Current Situation is 5%
Clean Springs On guide bars Maintenance 1/15/07
85%
90% Operations Operations Inspect Springs Daily
Standard Check Impact of Cleaning
5%
5%
Required Maintenance Discrepancy Required Maintenance Springs Review Breakdown Reports TL (self) 1/17-31/07
Breakdown 10%
Breakdown
5%
Order dust seals Through company Purchasing Dept. Group Leader 2/1/07
• Current situation: 85% operation on all reflection furnaces

Insert dust seals Sliding part of guide bar Maintenance When seals received (3/1/07?)
• Extent: 85% operation has been occurring since July 1, 2006
 Rationale: increasing operation of reflection furnace will improve productivity
and meet required production demands for a new product (ISU Heads
VIII. FOLLOW-UP
IV. GOAL
•Compile weekly breakdown reports, including % of operation and % of breakdown
Current rate of operation 85% •Determine % of daily breakdowns due to clamp misoperation
Increase to 90% (by October) 90% Operations •If clamp misoperation still accounts for more than 2% breakdowns, it will be re-analyzed
100
Required Maintenance
5%
Average breakdown per month 41 Breakdown
Average % Expected
5% 90
Decrease to 20 or less Target
of operation
80
51/1 03/1 51/2 82/2 51/3 03/3

A3 Reporting
Introduction
Problem Solving A3

A3 Reporting
Introduction

A3 Reporting
Introduction
Problem Solving A3
Template

A3 Reporting
A3 REPORT - PROBLEM SOLVING
Introduction Date:
I. Theme Approval: V.P. G.M. GLM DLM Mgr. Orig.
V. Target Condition
Problem Solving A3
Template II. Background
VI. Countermeasure
III. Current Condition
VII. Cost/Benefit Analysis
VIII. Implementation Plan

What? Where? Who? When?
IV. Cause Analysis
IX. Follow-Up
Plan Actual Results

Problem Solving A3 Report Presented by: Review Date:
Title / Theme: Root Cause Analysis:
Background Information:
Proposed Countermeasures:
Current Situation – Problem Identification:
Monitor Results and Standardize:

Target:
A3 Reporting
Introduction
Hoshin Kanri A3

A3 Reporting
Introduction
Hoshin Kanri A3

A3 Reporting
Introduction
Hoshin Kanri A3

A3 Reporting
Introduction
Proposal A3

A3 Reporting
Introduction
Proposal A3

A3 Reporting
Introduction
Proposal A3

A3 Reporting
Introduction
Status Report A3

A3 Reporting
Introduction
Status Report A3

A3 Reporting
Introduction
Status Report A3

A3 Reporting Advantages of using A3 Report
Introduction
 The A3 Report is a way to look with “new eyes” at a specific problem or an
objective identified by direct observation or experience
 The graphic nature of the A3 Report contributes to deep understanding of the
current condition and the target condition
 Root cause analysis is not new to problem solving, but the A3 Report offers a
simple and consistent way to achieve and document it.
 Creating the Target Condition is easy because we so deeply understand what is
wrong with the Current Condition.
 There is tremendous power in having a single problem solving method in which
management and staff members develop confidence

A3 Reporting Structure of Generic A3 Report
Introduction
 The information on the report should “flow”. A3 report should have a clear starting
point and a clear finishing point. It resembles a P-D-C-A process
 A perfect A3 Report should answer any possible questions that your audience
might have regarding a selection and a solution to this problem
 Some basic elements that should appear on every report are:
 Theme or a Title
 Problem Background Information
 Description of a Current Situation – Problem Description
 Targets and Objectives
 Root Cause Analysis of Current Situation
 Proposed Countermeasures
 Implementation Plan
 Follow up and Review of Results

A3 Reporting Theme or a Title
Introduction
 A3 report is designed to solve a single problem or an issue; therefore every report
should start with a single “theme” or a title.
 Some basic elements appear on every report:
 Title - clearly state the name of your activity
 Author’s name or Team members names and contact information
 Date it was created or reviewed
 References
 The theme indicates the problem being addressed, and is fairly descriptive. The
theme should focus on the problem, and not promote a particular solution.
 These common elements help the reader identify at a glance whether or not the
report is of interest to them, and find out where to go for more information

A3 Reporting Problem Background
Introduction
 The background of a A3 report should be a concise statement of what the A3
report is all about. It should answer the question, “What are we trying to do here?”
 The background section includes any appropriate or background information
necessary to fully understand the issue and importance of the problem.
 Items that might be included in this section are:
 How the problem was discovered and where the problem occurred
 Why was this problem selected?
 What is a problem?
 How does this problem relate to the organization’s goals, objectives or values
 What impact does this problem have on equipment, processes, customers, people,
organizational structure, activities, the various parties involved, etc …

A3 Reporting Current Condition
Introduction
 Before a problem can be properly addressed, one must have a firm grasp of the
current situation. If the analysis of causes is done properly, then the problem is
already half-solved.
 Observe the work processes first hand, and document one’s observations.
 Create a diagram that shows how the work is currently done. Any number of
formal process charting or mapping tools can be used, but often simple stick
figures and arrows will do the trick.
 Quantify the magnitude of the problem (e.g., % of customer deliveries that are late,
number of stock outs in a month, number of errors reported per quarter, % of work
time that is value-added); if possible, represent the data graphically.

A3 Reporting Targets and Objectives
Introduction
 Targets are numeric values that show what level of improvement must be achieve.
 It is important to express targets quantitatively whenever possible.
 Targets and Objectives are SPECIFIC and PRECISE. Goals are the “concept”
 Objectives measure progress being made toward the achievement of a goal. They
declare what will be accomplished by a certain date.
 Objectives should have a single aim and end-product or result that is easily
verifiable.
 Objectives should start with a verb (an action - what), a target (how much of what),
and a date (when this will be accomplished)

A3 Reporting Root Cause Analysis of Current Condition
Introduction
 For the A3 Report, the current condition needs to be an image illustrating how the
current process works.
 It’s important to label the diagram so that anyone knowledgeable about the
process will be able to understand it.
 Major problems also need to be included. Put them in storm bursts so they are set
apart from the diagram.
 Hand-drawn diagrams (in pencil) are often the most effective because they can be
done quickly and changed easily on-the-spot.

A3 Reporting Recommended Solution – Countermeasure
Introduction
 Toyota calls the improvements countermeasures (rather than the ever-present
“solutions”) because it implies that:
 We are countering a specific problem, and
 It is what we will use now until we discover an even better countermeasure
 The countermeasures address the root cause while conforming to the three basic
principles for design of organizational systems:
 Work activities are specified according to content, sequence, timing, and outcome
 Connections between entities clear, direct, and immediately comprehended
 Pathways are simple, direct, and uninterrupted; are all the steps value-added
 Once the current situation is fully understood and the root causes for the main
problem have been unveiled, it’s time to develop some countermeasures.
 Corrective action are the changes to be made to the work processes that will move
the organization closer to objective, or make the process more efficient, by
addressing root causes.

A3 Reporting Implementation Plan
Introduction
 In order to reach the target state, one needs a well thought-out and workable
implementation plan.
 The implementation plan should include a list of the actions that need to be done
to get the countermeasures in place and realize the target condition, along with
the individual responsible for each task and a due date.
 Other relevant items, such as cost or resources may also be added.

A3 Reporting Follow up and Review of Results
Introduction
 Process improvement does not end with implementation.
 It is very important to measure the actual results and compare to the predicted
objective.
 If the actual results differ from the predicted ones, research needs to be conducted
to figure out why, modify the process and repeat implementation and follow-up
(i.e., repeat the A3 process) until the goal is met.
 After we demonstrate that our proposed countermeasures created actual solutions
to a problem than we need to update the existing process (standardize) and
monitor results on frequent basis – did we fix the problem long term?

A3 Reporting A3 Review Process Steps
Introduction
Discussion between the Author (Owner) and the Coach
1. Assignment of a Problem – Problem Description

2. Review and acceptance of the Problem Situation
Title, Background, Current Conditions, Goals & Targets
3. Review and acceptance of the Problem Analysis

4. Review and acceptance of Proposed Countermeasures
5. Review and acceptance of the Implementation Plan
6. Implementation and Progress Review

A3 Reporting Problem Solving - A3 Report
Introduction
 A3 Report analyzes a problem or an improvement proposal, then presents a
recommended course of action to achieve this objective
 The objective nature of the A3 creates safe and acceptable problem solving
process; it is never critical of an individual's work.
 The graphic nature of the A3 contributes to deep understanding of the current
conditions and the target conditions
 By receiving and reviewing a report, manager can confirm that his message has
been properly conveyed and understood
 Once the A3 Report is approved than it becomes a method and a “road map”
towards solving the problem or achieving an objective.

A3 Reporting What is a “Good” A3 Report
Introduction
 An A3 Report contains objective facts, technical data and “resolves” a problem. It
tells a story
 But being technically “right” is only half the battle…
 A good A3 should engage and align the organization
 It forces us to have structured discussion with all stakeholders in the process and
create an acceptable solution that works
 What really makes an A3 a “good one” is not the specific collection of facts and
data that tell how I will solve this problem
 A good A3 is a reflection of the dialogue that created it

True North
Hoshin Kanri - Departmental Improvement Plan

Strategy Deployment
Hoshin Kanri
Business Unit VP Plant Manager Dept. Manager Supervisors Project Teams
Departmental
Objectives
Identify and prioritize

improvement projects
Approved Projects and Select: Project Leader, Project

Coach and Improvement Team Improvement Project A3
Activities – Plan  Project Leader creates a PLAN
portion of A3 for each project
 Each A3 PLAN is approved by a
List of projects Plan of Activities Project Leader’s Coach
and activities – Project A3s
A3 Format A3 Format
A3 Reporting
Introduction
Changing the World. One Transformation at a time

This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com

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A3 Reporting

Thinking win, Win, WIN

Marek Piatkowski – January 2017

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

The A3 Report Itself The A3 Review Process

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Device-K Assembly Shop

Thinking win, Win, WIN

2. Current state (Based on November data)Fi rst Pass Rate (FPR)

#3 6. Result & next challenge

 WHY? Dirt build up in grease on spring

• Current situation: 85% operation on all reflection furnaces

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

I. Theme Approval: V.P. G.M. GLM DLM Mgr. Orig.

III. Current Condition

VII. Cost/Benefit Analysis

VIII. Implementation Plan

IV. Cause Analysis

Thinking win, Win, WIN

Current Situation – Problem Identification:

Monitor Results and Standardize:

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Discussion between the Author (Owner) and the Coach

1. Assignment of a Problem – Problem Description

3. Review and acceptance of the Problem Analysis

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Hoshin Kanri - Departmental Improvement Plan