SEMP | SESGApril 22, 2023

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SESG | Project scope

Volvo Aero FactoryVolvo Aero Factory

Production cellProduction cell

FunctionFunction

C-SUPC-SUP

Technical

OrganizationOrganization

”Ideal Factory” project”Ideal Factory” project

TeamTeam

SE student

SE student

Social

PrinciplePrinciple

Process / methodProcess / method

ProcedureProcedure

A3A3

Means

Time: Jan-May 2011

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SESG | Why A3?

• SEMP - Method of choice

• LEAN is hot! A3 as a mean to more LEAN thinking and doing

• A3 a mean to attack and improve the “as-is” condition (communication and documentation) at VAN

• VAN ”as-is”:

• ”Hands-on” and verbally culture less formalized documentation loss in important feedback and waste of time discussing same issues many times

• Meetings as means to execute teamwork need to be effective and efficient

• Information often scattered in several files, and in different formats much time is spent finding information

• The overview/context is often unclear, forgotten, or ignored

• A3 thinking is a part of Volvo Production System (VPS)

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Definitions and abbreviations

A3 purpose

Introduction and background

System concerns

General system description

Model descriptions

Description of as-is situation

Some key requirements

A3 hierarchy

References

Meta dataTitle

Model descriptions

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Definitions and abbreviations

A3 purpose

Introduction and background

System challanges

General system description

Model descriptions

Description of as-is situation

Some key requirements

A3 hierarchy

ReferencesModel descriptions

Meta dataTitle

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Top-level functional

Functional model

Functional model System example interface

System elements

Physical model

Meta dataTitle

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Meta dataTitle

A3 purpose

Introduction and background

Need statement

As-is description

Example implementation Physical data-flow

model

Description of concept

Physical model

Challenges

Top-level use cases

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SESG | Top-level findings

Systematic and structured way to document

Good way to support

communication

To much information at once

Resistance to change current documentation procedures

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SESG | Findings – Success factors

Format and tools• No need for new SW, use PP/Visio

• Piece of paper and pencil to get going

• Not to be complete or formal

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SESG | Findings – Blockers and limitations

Format and tools

• Continuing the world of PP-engineering

• No dynamic link between A3’s if not specific made in the PP itself, compared to eg. SysML

• Resistance to change to A3 from the lovely A4

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SESG | Findings – Success factors

Visualization (A3 content)

• Overview (combination of models and text)

• Turning tacit knowledge into explicit knowledge

• Create awareness and status picture fast

• Trigger questions and concerns, and changes in models/views and text

• Great way to spread information

• ”Poster effect”

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SESG | Findings – Blockers and limitations

Visualization (A3 content)

• Too much information at once

• Totally new way of structuring information, meaning many views at once

• May seem fuzzy at once, with no clear reading path

• No clear link between text A3 and model A3

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SESG | Findings – Success factors

Dynamic/focus

• Inclusive by relating to the participants

• Capture need for changes in text/models in real-time

• Great way to create attention and further get feedback by removing the people from the big screen to the A3 on the table

• ”Force” people to prepare for meetings

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SESG | Other findings

Other findings

• Models are ”always” the center of attention during sessions

• Text supports the author when guiding the participants through the A3

• Text is often read when A3 is given in advance

• Text important if A3 is stored as system documentation

• Some models don’t connect well to particular stakeholders (abstract models)

• Force author to think of level of detail and level of abstract

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SESG | Recommendations• Lecture exposed/involved stakeholders on ”A3 101”

• Make the A3(s) our A3’s, not mine A3

• Try to give or make A3 available before a session

• Remember to guide the participants through the A3

• Included a defined area in the A3 where notes, questions, tasks, etc can be placed

• Combine elements from Borches cookbook and the traditional Toyota problem solving A3

(especially visualizing the as-is and to-be)

• Try to use A3 on smart board, reducing the need to print

• Person responsible for A3 making must be given time to work with the A3

• Combine text and models into one A3 when dealing with smaller issues and topics

• Borches cookbook as a guide to help think A3

• Experiment with A3 and PP as a mean to support specific views

• Be aware to stop A3 developing when ”good enough”

• Do not focus to much on specific models/views

• Tools used to create is not the most important in A3 thinking