a3thinkingwebinar2012[1]

7/28/2019 a3thinkingwebinar2012[1]

1/33

AdvancedIssuesin

A3ProblemSolvingPresentedbyArtSmalleyPresident,ArtofLean,Inc.AdvisoryBoardMember,OPS,Inc.

OperationalPerformanceSolutions,Inc.

66EastMainStreet,Suite300KWestminster,Maryland 21157

www.OPSgroupinc.com


2/33

ArtSmalleyBackground

http://www.artoflean.com

ToyotaMotorCorp. RWDTechnologies DonnellyCorporation McKinsey&Company PresidentofArtofLean,Inc. ShingoPrizeAwardWinner

-Author-Speaker-Trainer

-Consultant BoardofAdvisors,OPSInc.

2


3/33

OutlineForTodaysDiscussion

IntroductionExpectationsFirstPrinciplesofTPS/LeanImprovementBackgroundContextonProblemSolving

A3ThinkingPillars(OptionalHomework!)-ProblemSolving-Communication-Mentoring

SummaryCommentsQ&A

3


4/33

Expectations

KnowledgeversusskillCoachingskillinproblemsolvingislikecoachinggolf

PDCAtypeproblemsolvingrequires

practice

FirstIllgiveyoumyoverallperspectiveon

thistopic

SecondIllgiveyou12pointsforoptionalhomework

4


5/33

1.Howwillyousatisfythe

customerandobtainaprofit?

2.Whatarethe

mainproblemsinyourarea?(PDCALoop)

FirstPrinciples/8Questions

3.Howwillyoubuildin

quality100%?

4.Howwillyoudeliver100%JITtothecustomer?

5. Howwillyouimprove process

availabilityto100%?

6. Howwillyoustandardize

workpractices?

7. Howwillyoudevelopnatural

workteamleaders?

8. Howwillyourorganizationsustainandimprove?

5


6/33

LeanProcess

Resultsvs.Process

Med.

High

Med.

Low

Zone2

Zone

1

Low

Zone4

Zone

3

High

Questions1)Wherewereyouwhenyoustartedyour improvementjourney?

2)Wheredoyouwanttobe

andbywhen?

3)Whereareyounowin

realityandwhy?

SuperiorResults

6


7/33

SignsofZone2

Adoptionofmanystrangesoundingorforeignbuzzwords

Adoptionofmanyimprovementtoolsandtechniques

Lotsandlotsoftraining

Centralstafforconsultantdrivenimprovementevents

Manytypesofleanwallpaper

Dedicatedpocketsoftruebelievers

Howeverfewtangibleresults(yet)andmorethanafewpocketsofresistance.LimitedaccomplishmentoftruePDCA.

7


8/33

EinsteinQuote

Insanityisdoingthesamething,overand

overagain,but

expectingdifferent

results.AlbertEinstein

8


9/33

JohnWoodenQuote

Dontmistakeactivityforachievement

CoachJohnWooden

9


10/33

FirstTPSManual.1973Education&

TrainingDepartment

TPSSummary1973Practiceovertheory

ManagingDirector

TaiichiOhno

1.TPSisaseriesofrelatedactivitiesaimedat

eliminationofwasteinordertoimprovequality,reducecost,andimproveproductivity(getresults!)

2.ScientificMindset:Ontheshopflooritisimportant

tostartwithactualphenomenonandsearchfortherootcauseinordertosolvetheproblem.Inotherwordswemustemphasizegettingthefacts

3.In

problem

solving

the

purpose

must

be

made

clearinKaizentheneedsmustbemadeclear(otherwisepeoplewillnotfollowyou!).

10


11/33

LeanProcess

HowtogettoZone4withengagement?

Med.

High

Med.

LowZone

1

Low

Zone4

High

TransitiontoZone4involvesadoptionandpracticeofcriticalthinkingpatternsthatleadtoefficientproblem

solvingroutines(PDCA)andKaizenactivitiesthatproduceresults

Improvement

throughdeveloping

people

SuperiorResults

11


12/33

Source:DreyfussModelofSkillAcquisition


13/33

ReasoningSkillsTakePracticeDevelopingReasoningSkills

InformalLogic FormalLogic

CriticalThinking Languageability Classifications Definitions Argument

structure Logicfallacies

Deductive Aristotelian

Logic Modern

SymbolicLogic

Inductive Analogy Generalization MillsMethod Scientific

Method Statistical

verification

ProblemSolving,Kaizen,ContinuousImprovement


14/33

ThreePillarsofA3Thinking

1.ProblemSolving(PDCA)

2.Communication

3.Mentoring

14


15/33

ProblemSolvingAdvice/Homework

T-ShapedThinking

Easy,Medium,

Hard

Practice

A,Q,D

RootCause

Analysis

15


16/33

1)T-ShapedThinkingPatterns

Horizontal flow (Value Stream) versus

Vertical depth (5 Why)

Material & Information flow diagrams (value

streams) usually highlight problems oftimeordelay.

Process problems often require extensive drill

down and involve quality or safety at the

point ofuse

16


17/33

2)PracticetheA,Q,D,Test

Analytical

Quantitative

Detailed

17


18/33

3)Easy,Medium,&HardCases

EasyCasesJustDoIt!

MediumCasesStructuredThinking

HardCasesPersistence&Careful

Analysis

18


19/33

4)RootCauseAnalysis

CauseandEffect

LogicTests

5WhyTest

StatisticalValidation

Repeatable(resultandcausalinsight)

19


20/33

CommunicationAdvice/Homework

CoherentStory

Structure

Think&AdaptonYourFeet

ElevatorSpeech

PersuadeOthers

20


21/33

5)CoherentStoryStructure

Background

ProblemDefinition

Goal/TargetState

RootCauseAnalysis

Countermeasures

CheckMethod

FollowUp

21


22/33

6)ElevatorSpeech

3-5MinuteUpdate

Practice brevityindelivery.Twitter?

Testyourmessage

AvoidunnecessarymeetingsObtainadvicequickly

Confirmnextsteps

Etc.

22


23/33

7)ThinkandAdjustonYourFeet

Practicesituationalresponses

Listen toyouraudience

Checkassumptions

Confirmwhatisunclear&whyLogicallyoutlinearguments

Refineyourposition

Reviewfacts,datapoints,etc.

23


24/33

8)PersuadeOthers

Wasyourstorycompelling?

Iftheywontfollowyouthenwhy?

Iftheywillfollowyouwhy?

24


25/33

MentoringAdvice/Homework

QualityofContent

QualityofTimeliness

QualityofMessage

OODALoop

25


26/33

9)QualityofContent

Mentallygradethequalityofthereport.Did itmeetyourexpectation?Ifnotwhynot?

Evenifitdidwhatcanbeimproved?

Doesthisreallygettoacauseandeffect

insight?Doesthisreallypromoteaneffective

countermeasure?

Didorwillweobtainapositiveresult?

Youhavetocareinordertogivefeedback.

26


27/33

10)QualityofCommunication

Wasthecommunicationclear?Ifnotwhynot?

Did thismeettheA,Q,Dtest?

Didthisencompasstheentire5W1Hspectrum?

Wasthestoryandlogicsound?

Other

27


28/33

11)QualityofTimeliness

Howisthetimingofthecontent?Whatitdeliveredinanappropriatetime

frame?

Wastheworkdoneinatimelyfashion?

Istheurgencyproperforthesituation?

28


29/33

12)OODALoop

29

SimilartothePDCAlooponlymorefluidanddynamicinnature.

Thisframeworkoftenfitsbetterinmentoringsituationwhereyouaremakingobservationsanddecisionsquiterapidly.


30/33

CommonPitfallsinA3Reports

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Backgroundisnotcleartoanexternalaudience

ProblemstatementistoovagueScopeistoolarge(forfirsteffortsinparticular)

Thegoalortargetconditionisanactionitemisdisguise

Problemanalysisdoesnotdrilldownsufficiently

Countermeasuresdonotaddressrootcauses

Checkmethod&followupmethodologylacksrigor

Interactionbetweenproblemsolver,manager,andmentor

doesnotproperlyfunction

A3reviewcycleisnotpartofnormalwork

Rememberthisisaboutimprovementthroughdeveloping

people

30


31/33

SummaryComments

GoingfromZone1toZone4requiresproblemsolvingexecutionnotjustactions

PDCAstyleproblemsolvingisaskill

A3Thinkingpromotesproblemsolving,

communication,&mentoring

Ifyouarenotgettingtheresultsyoudesire

thenbydefinitionyouhaveaproblemyouhavetosolve

31


32/33

ContactInfo

OperationalPerformanceSolutions,Inc.

66EastMainStreet,Suite300KWestminster,MD 21157

(410)871-0995

[email protected]

Downloadthispresentation:www.ArtofLean.comorwww.OPSgroupinc.com

32


33/33

Questionand

Answer

33

a3thinkingwebinar2012[1]

Documents