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A3 Report form

A3 Report form

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A3 Report form

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  1. Introduction A3 Report form Project leaders will keep track of team progress using an A3 Report.

  2. 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.

  3. 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:

  4. 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:

  5. 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:

  6. 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

  7. 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

  8. D ProjectCharter Scope Creep • BEWARE Scope Creep Filling in the Charter • Create boundaries and maintain them!

  9. 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.

  10. 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

  11. D ProjectCharter Baseline You must have a baseline to measure improvement. Understanding Metrics • The Lean Office will help establish your baseline metrics.

  12. 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.

  13. D A3 Problem Statement Example:

  14. 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:

  15. 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:

  16. M A3 Now revise the A3 Current Situation • Name your metric and record data from the current process.

  17. M A3 Current Situation Example

  18. 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:

  19. A A3 Now revise the A3 Analyze the Problem At this point you should have a deep understanding of the causes of the problem.

  20. A A3 Analyze the Problem, Example

  21. 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:

  22. 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:

  23. 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:

  24. 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?

  25. I A3 Now revise the A3 Develop a Solution

  26. I A3 Develop a Solution, Example

  27. I A3 Revise the A3 Test the Solution

  28. I A3 Test the Solution, Example

  29. I A3 Revise the A3 Plan Steps for Completion

  30. I A3 Plan Steps for Completion, Example

  31. 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:

  32. C A3 Think about what you and your team have learned Thoughts? Lessons learned? Ideas? 9. Reflect on the Project:

  33. 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.

  34. C A3 Compare Goals with Results, Example

  35. 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!

  36. C A3 Reflect on the Project, Example