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Introduction. A3 Report form. Project leaders will keep track of team progress using an A3 Report. Introduction. Benefits of the A3. It is an on-going visual guide of where you are and what happens next. Think of it as both a map and a checklist .
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Introduction A3 Report form Project leaders will keep track of team progress using an A3 Report.
Introduction Benefits of the A3 • It is an on-going visual guide of where you are and what happens next. • Think of it as both a map and a checklist. • This is your hands-on tool for the whole DMAIC process.
D A3 A3 Problem Statement Begin by thinking about your problem What areas can I target? What do I want to fix? What is the problem’s background? How does this relate to my mission, vision, etc.? 1. Problem Statement:
D A3 A3 Current Situation Begin by thinking about your problem Where do we stand? How does this process run? Should I consider time, cost, survey scores or something else? How can I measure this? 2. Current Situation:
D A3 A3 Target Goals Then by thinking about your ideal Where do we need to be? How far would I like to get? What are some measurable targets? When would I like to get there? 3. Target Goals:
D ProjectCharter Business Issue • Be sure to include briefly: • Who is being impacted? (This is your customer.) • What is the issue that is impacting the customer? • Where and when do the customers encounter the problem with the process? • What is the impact to the customer when the problem occurs? Filling in the Charter
D ProjectCharter Scope considerations • Be sure to consider, • What authority do we have? • What processes are we addressing? • What is not within scope? • What are the starting and ending points of the process? • What components of the business are/are not included? • What, if anything, is outside of the project boundaries? • What constraints must the team work under? Filling in the Charter
D ProjectCharter Scope Creep • BEWARE Scope Creep Filling in the Charter • Create boundaries and maintain them!
D ProjectCharter Defining metrics What is a metric? • A measured variable that can be tracked and used to detect errors, inefficiency, or improvement. It can be a process metric or and organizational metric. Process metrics apply to specific processes or programs like time, cost, or quality. Organizational metrics address organization-wide issues like employee satisfaction and turnover. Understanding Metrics • Choose one or more to describe accurately your process’ efficiency.
D ProjectCharter Kinds of metrics Kinds of Metrics • Time Metrics • Value-added time • Non-value-added time • Processing time • Cycle time • Cost Metrics • Cost savings • Opportunity cost • Decreased waste • Quality Metrics • Customer satisfaction • Percent complete and accurate • Output Metrics • Backlog • Work in process Understanding Metrics
D ProjectCharter Baseline You must have a baseline to measure improvement. Understanding Metrics • The Lean Office will help establish your baseline metrics.
D A3 Now revise the A3 Problem Statement • Briefly explain what the project is and what your team hopes to achieve. • Also name your metrics.
D A3 Problem Statement Example:
M A3 Begin by thinking about your problem Where do we stand? How does this process run? Should I consider time, cost, survey scores or something else? What are some ways to measure this? 2. Current Situation:
M A3 Then by thinking about your ideal Where do we need to be? How far would I like to get? What are some measurable targets? When would I like to get there? 3. Target Goals:
M A3 Now revise the A3 Current Situation • Name your metric and record data from the current process.
M A3 Current Situation Example
A A3 Think about the data you have collected Whatproblems can I identify? What are the root causes? Do my customers have relevant input? 4. Analyze the Problem:
A A3 Now revise the A3 Analyze the Problem At this point you should have a deep understanding of the causes of the problem.
A A3 Analyze the Problem, Example
I A3 Think about the causes you have found Whatare some ways to resolve these issues? How can we move closer to our target? 5. Develop a Solution:
I A3 Think about how you can verify your solutions How can we test our ideas? What outcomes should we achieve? 6. Test the Solution:
I A3 Think about putting your solutions in place Who’s cooperation do we need? What resources do we need? When do we need this? 7. Plan Steps for Completion:
I Solve Implementation Plan Who will be on the implementation team? What exactly will this step involve? When will the change take place? What is the expected outcome of this step?
I A3 Now revise the A3 Develop a Solution
I A3 Develop a Solution, Example
I A3 Revise the A3 Test the Solution
I A3 Test the Solution, Example
I A3 Revise the A3 Plan Steps for Completion
I A3 Plan Steps for Completion, Example
C A3 Think about your accomplishments What are the results? What did we hope to achieve? Can we be sure of our impact? 8. Compare Goals with Results:
C A3 Think about what you and your team have learned Thoughts? Lessons learned? Ideas? 9. Reflect on the Project:
C A3 Now revise the A3 Compare Goals with Results • Did your team meet the goals you set at the beginning? If not, explore the reasons why.
C A3 Compare Goals with Results, Example
C A3 Revise the A3 Reflect on the Project • Consider the successes and failures. What experiences can be applied to future projects? • Is there room for more improvement? Return to Define!
C A3 Reflect on the Project, Example