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Agenda
13:00 14:15
What is an A3 report?
A one-page A3 document that includes all relevant information required to communicate simply, quickly & effectively and tell a story about the subject matter
Targets
Implementation
Analysis
Follow Up
Type of A3 Reports
Proposals
Eg Justification Decision making
Status
Lessons Learned
A3 Communication Tool
A3 Reports HOW???
Determine your goal. Whats the purpose?
Decide type of A3
Decide and construct your story: It must satisfy your readers needs. Visualize your A3: Does it tell a story? Is it brief? Concise?
Analyze your information (charts, graphs, etc.) Did we reach a conclusion? Whats the recommendation? Did we satisfy our goal?
Make it visual
Your plan should be series of pictures...
...that anyone could follow
Proposal A3 Layout
PROPOSAL REPORT STORY :
THEME DATE: PROPOSAL (Contd) TO:
FROM:
INTRODUCTION
PROPOSAL
UNRESOLVED ISSUES
What
Who
When
Status A3 Layout
STATUS REPORT STORY :
THEME DATE: TOTAL EFFECT TO:
FROM:
BACKGROUND
OBJECTIVES
IMPLEMENTATION
When
Layout tips
Goal
Provide a training, which is designed as a complete overview of the Ford Production System to enable participants to gain knowledge in all areas as well as show that FPS is a total plant operating system that requires the support of every area and person. Utilise Total Immersion Methodology (Hear/See/Do) to develop knowledgeable leaders who can implement, teach and follow up Develop a critical mass of knowledgeable leaders to markedly accelerate FPS implementation Provide resources in training at Ford manufacturing complexes to drive continuous improvement initiatives
Learning Objective
Develop and understand Lean Leadership Behaviors and Management Responsibility Establish FPS Vision for own area of responsibility Gain knowledge & confidence to teach and use FPS tools Develop implementation plan and follow up progress Check resources
Completed Courses: Saarlouis 11, Windsor 8, KTP 2 367 participants as of 10/10/01 Directors Plant Mgrs Area/Prod. Mgrs Supt/Mfg Mgrs Mfg Group Staff MP&L Staff FPS Office Suppliers UAW/CAW Total 36 190 141 10 11 SLS 4 8 49 86 8 15 11 4 1 WEP 6 11 57 50 8 3 4 2 3 3 1 1 KTP 1 2
Avoid sentences
Shadowing 11% Work Assignment 11%
Shop floor
Classr oom
14 days class in total (107 hours) Lean Leadership Lean Tools Management Responsibility 53 hours classroom training mainly by RWD instructors 12 hours as team member 12 hours shadowing Personal Assignments Workstation QPS Management QPS Kaizen Project Lean Office Suggestions Lessons Learned A3 Lean Communication Support Functions 8
Further Activities
2002 Schedule
- 9 courses SLS, 10 courses WEP, 10 courses at KTP - 522 participants scheduled Additional Locations - tbe NA VO (Kentucky Truck) - tbe Amazon (South America) PD-Eng.s Dec 2001 1st qtr 2002 pend. request January 2002 2002
Layout tips
Goal
Provide a training, which is designed as a complete overview of the Ford Production System to enable participants to gain knowledge in all areas as well as show that FPS is a total plant operating system that requires the support of every area and person. Utilise Total Immersion Methodology (Hear/See/Do) to develop knowledgeable leaders who can implement, teach and follow up Develop a critical mass of knowledgeable leaders to markedly accelerate FPS implementation Provide resources in training at Ford manufacturing complexes to drive continuous improvement initiatives
Learning Objective
Develop and understand Lean Leadership Behaviors and Management Responsibility Establish FPS Vision for own area of responsibility Gain knowledge & confidence to teach and use FPS tools Develop implementation plan and follow up progress Check resources
A picture is worth
Course
Shopfloor Observations 28% Classroom Presentation 22%
History
Bootcamp Valencia April 2000 - Who do we need to teach? high level management - How do we need to teach? shop floor experience - What do we need to teach? 3 week schedule Shop floor
367 participants as of 10/10/01 Directors Classr oom Plant Mgrs Area/Prod. Mgrs Supt/Mfg Mgrs Mfg Group Staff MP&L Staff FPS Office Support Functions Suppliers UAW/CAW Total 36 8 10 11
SLS 4 8 49 86 8 15 11 4 1 190
WEP 6 11 57 50 8 3 4 2
KTP 1 2
3 1 1
14 days class in total (107 hours) Lean Leadership Lean Communication Lean Tools Management Responsibility mainly by RWD instructors 12 hours as team member 12 hours shadowing 53 hours classroom training
3 141
Plant - central location within Europe airtravel - high implementation level on FPS
Label axes
Personal Assignments
Further Activities
2002 Schedule - 9 courses SLS, 10 courses WEP, 10 courses at KTP - 522 participants scheduled Additional Locations - tbe NA VO (Kentucky Truck) - tbe Amazon (South America) PD-Eng.s Pilot Suppliers personnel Local language courses for Foremen, Production Engineers Dec 2001 1st qtr 2002 pend. request January 2002 2002
shop floor experience within Ford environment LLA Facility - host 18 participants - lean office quick setup smart stationary office QPS
Indicate status
Tell the real story
suggestion scheme
Benefits of A3 Thinking
Shared understanding Grasp the situation! Promotes Continuous Improvement mindset (PDCA) Encourages front-line decision-making Cost control Process management Management based on data Teamwork / Organizational Thinking
Documented History/Knowledge Management A3 Book of Knowledge
Forces all issues to be addressed Focuses problem-solving activities Eliminates waste Forces you to question:
Summary
The A3 report is the currencyof
Proposals Strategic Planning Lessons Learned Status/Recovery
A3 Thinking
A3 thinking is planning What is planning?
A3 Reports (Examples)
A3 Reports (Examples)
Lessons Learned Report Story. Date 26/06/02
1
Objectives
To learn about the FPS tools and techniques being demonstrated through the LLA, and to look for a common approach to drive the business.
Activity
To observe, learn and actively partake in the learning experience from the LLA, through practical application of the tools and techniques. Whilst maintaining an open minded approach.
4
Results.
1. 2. 3. 4. 5. 6. 7. 8. 9. New sheet helps focus on 6 sigma Define, Measure, Analyse, Improve, Control. Identifies near miss as an opportunity for improvement rather than as a problem. 5 minute meetings held at set times create involvement and ownership, which leads to commitment. Gives management the time to coach and audit the process inputs. Provides visual factory through master schedules being visible at all times. Operators expect to be audited & know their key issues. Provides a more compact board layout. Identifies opportunities for total cost management and reductions through the use of FPS tools. Line side delivery systems have enabled savings in line side inventory. Ticket system was particularly good.
Actions
Key learning points need to be captured into training packages and delivered at all levels. Block or area champions need to be trained to coach teams. Develop agreed master schedule time lines with area managers.
6
Timing Plan
What
Approval Area mgr commitment Supt brief Information cascade Block booking of diaries
Who
Production operations mgr Area managers Area Superintendents Area Champions Area Superintendents
When
1st week in July. 2nd week in July. 3rd week in July. 4th week in July. 4th week in July. Target August 1st.
A3 Reports (Examples)
FPS Pre-Audit/Reviews
Purpose:
June 2002
To establish a new Audit System to be applied across all WM areas. Effective audits to ensure business inputs & tools are in place and utilised, to drive the outputs and add value to the business/process. To help support the plants commitment to achieve level 7 within the ISR through strong application of processes.
2
Current Condition Workgroups (G/Ls) already driving the Business at Local level
Who Work Group Leader
Business Inputs
ISR AUDIT
When
Standardised Work
Kamishibi Workgroup Boards
ISPC
SWC Audit
Supported by:
Supervisor
By using Lean Tools we can drive the INPUTS and improve the business
5S Check Sheet
Superintendent Kamishibi
INPUTS
Workgroup Boards (FPS)
Work Groups (Incl G/Ls)should Manage the business at their level to improve Safety, Quality, Delivery, Cost, Morale & Environment (Inputs) Micro Management
By Concentrating on the INPUTS as part of our daily business we will satisfy any audit. (FPS, TS, QS, ISO, Etc)
LEADERSHIP QUALITY
Proposed System
1st Phase
Adherence to Systems and Tools in place. The focus must be around the operators & G/Ls ADHERENCE TO STANDARD PROCESSES
Standardised Work Problem and C/m
A Supervisor audit of Workgroups (Inputs, Measures & FPS) systems will take place on a weekly basis
Work Group Leader
2nd Phase
Management Walk About Manage by Go & See The management team (Mgr & Superintendents) will perform regular Walks on the shop floor, focus will be the INPUTS, FPS Tools and Workgroups.
3rd Phase
WORKGROUP ACTIVITY
The 7 Wastes
Over Production
Safety (SHARP)
QPS
Communication
FPS
Over Processing Waiting
SHARP
Mgr Walk
Waste Elimination
Kamishibi
Kamishibi
Visual Factory
Measurables
Conveyance
3
Supported by the Work Group Leader Supervisor FPS Audit
Summary
Based on existing Systems, Use Workgroups to drive the INPUTS of the business Ensure above Tools are the Foundations of our Daily Business Manage by utilising Kamishibi (T-Card) system
The Supv must complete the audit & the corrective action sheet and Coach the Work Group.
Measurables Measurables
Supv Tracker
Superintendent Tracker
These results will then be displayed on the Supervisor Board and fed up to Superintendent & Manager level using the existing information flow & the area Information Centre.
Daily focus on the adherence to standardised work -Safety/ Quality/ Productivity, all controlled through standardised work Daily Checks & Tasks MUST BE COMPLETED by the Workgroup If the G/L is unavailable the situation should be escalated and the Supv. must support. On a Weekly basis the Supervisor must complete and Audit of All His/Her Workgroups using the Standard audit sheet & feedback to the Work Groups By setting clear processes and detailing expectations, this new Audit system will guide us to achieve plant commitment of Level 7 ISR by year end, and more importantly, establish robust systems to drive the business forward
PHASE 2
4.0 PAG Champions
Element Champions Form Part of the PAG FPS strategy. Element Champions drive Plant but communicate into PAG Structure :-
To establish a new system to increase sustainability for the integrated system review all year round. Increased focus, continuous Communication, regular review and a means of self assessment, with continual reporting at all levels, including detailed schedule and metrics.
1.0 Introduction
Achieved ISR Level 7.1 in September 2002 Plant Now has to evaluate achieving ISR Level 10 (Top Score) & Sustaining this level
ISR LEVEL
PAG
10 7.1
2002 2003
CB
SHARP ISPC Work Groups SMF FTPM Leadership Training Quality Environment Ind Materials Man Eng
BL
HW
7.0 Summary FPS (ISR) Focus improved by:Improved Element Champion Structure & Focus Defined Roles & Responsibilities Plan-Do-Check-Action approach Detail Schedule Results Tracking Communication - Weekly Reviews & Status Plant to Plant (PAG) communication Concise Visual Management
ISR Scoring Tools to be used on a BiAll Elements will have Detailed Schedules Weekly Status will be displayed with all activities Monthly basis. Element Champions to Audit All Areas using ISR Scoring Tools. Element Detailed Schedules
ISR Scoring Tool
11 Elements
ISR - SMF
Detailed Sched
14/08/2002 John Naughton, Paul Grys, Colin Graham, Alan Powell, Barry Holmes, Roy Foreshaw, Steve Boam Paul Stanton, Andy Scoots Return to Amber due to Capability Studies and B.Holmes Meeting 14/08/2002 1 FTPM 2 SHARP 3 WORK GROUP 4 ISPC 5 LEADERSHIP 6 QUALITY 7 ENVIRON MENT 8 SMF 9 IND MATLS 10 TRAINING 11 MANUF ENG
A4 Review
ISR Level 7 Status - Daily Element No Area BIW (E-Block) Paint (A-Block) Manager P.Stanton C.Graham P.Grys P.Grys P.Grys B.Holmes B.Holmes A.Scoots A.Scoots A.Scoots
Trim (D-Block) Trim (B-Block) Trim (I-Block) Quality Factory Servs MP&L (BIW) MP&L (A1/A2) MP&L (FxC)
FPS Office
6 QUALITY 7 ENVIRON MENT
OK
COMMENTS: All Yellow Status Items (Above) Must have a comment or Activity listed (Below) Element No 1 2 3 4 5 WORK Area Manager FTPM SHARP ISPC LEADERSHIP GROUP BIW P.Stanton
Visual M anagement in place by WK34 Risk assessments, B reifs o ut need to po lice - Walk ways, ro ads - Use Supvs B reifs o ut need to po lice - Walk ways, ro ads - Use Supvs B reifs o ut need to po lice - Walk ways, ro ads - Use Supvs OK Line balance, Capacity A nalysis needs co mpleting WK34 No n-M o ney Reward scheme evidence needed
8 SMF
9 IND MATLS
10 TRAINING
New Operato r Training packs to be co mpleted WK34
11 MANUF ENG
OK
OK
OK
OK
Element Champions Feed Weekly Results into FPS Plant Champion A3 Report FPS Office Feed Weekly Status into Plant Manager
Paint
C.Graham
OK
OK
OK
OK
M eeting With B arry Ho lmes Weds 14th A ug M eeting With B arry Ho lmes Weds 14th A ug
OK
OK
OK
OK
OK
Trim
P.Grys
OK
OK
OK
OK
OK
OK
Quality
B.Holmes
OK
OK
Review Wk34
OK
OK
OK
OK
OK
OK
OK
MP&L
A.Scoots
OK
OK
OK
OK
GENERAL COMMENTS:
RESP
Training Pack to be developed for FPS awareness. Supv to deliver to all shop floor in down time SB/RF A1/A2 Review for ISR - Impact on MP&L JJN areas AS Review FTPM Visual Factory Standards created on 8th July 2002 for Emergency stop, Prod & Maint call for all areas and agree approach. Communicate to K.Seed & J.King Alan Powell
Steve Boam/ Roy Foreshaw Aug 2002.
Plant Manager
Jan 2003
Current situation
Formal seated review - weekly
3.
4.
Schedule
60 min Formal meeting followed by 60 min go and see Initial schedule Safety Quality Deliver. Cost Body / white Wk7
Morale
Env. Wk 12
?
Area by area master schedule
Have the areas Policies been interpreted and understood at Group level
Wk8
Wk 9
? Are they understood, followed at an appropriate frequency, have a plan and reaction behind them to achieve target
- Review the area Safety status
Dura Mouldings
Dura Cables
Lear Seating
Sumitomo
Trim Quality
Wk 10 Wk 11
100
Decoma
Webasto
Visteon
Linpac
Brose
JCA
Various
Infast
May
DEC
JAN
FEB
MAR
APRIL
MAY
TARGET
2.
Proposal
Continue with OPC review in current location Continuity to area master schedules Time to review key data / actions Opportunity for discussion amongst Management team
w w w w w
points
+
Management team go and see
doing to effect
Supplier
Are incidents tracked and actioned to prevent reoccurrence, are proactive measures being followed and supported including near miss generation.Does the area have any share other area can learn from or support.
Weekly schedule to follow ensuring all areas get the opportunity to demonstrate their contribution to the business. 5.
Summary
The intention is to : Go to the shop floor location as a team - Focus on the identified area from the metrics - Area demonstrates two share items Raise Standards within each info. Center Confirm Policy deployment in action Share best practises Demonstrate GO and SEE policy
What was the initial condition, what are we improve, what tools are we using, what is the so far, what can we learn from our experience Examples
FPS tools
The Management teams opportunity to learn together Group Recycling activity improved Environmental metric Be constructive Quality problem - 8D solution Share openly
Team Exercise
Create an A3 Proposal report to present to the plant manager for the following: Red Team: ISR Sustainability Current condition Audits carried out at work group level. Proposal Sustainability at Supervisor level. Black Team: Quality Focus Current condition Shift start up and wash up meeting discuss quality actions. Proposal Increased quality focus in real time. Green Team: Tools and Techniques Current condition Quality process system used on current build only. Proposal Use of FPS tools in predevelopment stages of build.
Author: Roy Foreshaw
1.
3.
4.
2.
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