SlideShare a Scribd company logo
1 of 44
Download to read offline
A3 Management: From Structured
Problem-Solving to Workforce
Development
Part II of II
Company

LOGO
1
Your Instructor
 Early career as a scientist; migrated to
quality & operations design in the mid-80’s.
 Launched Karen Martin & Associates in
1993.
 Specialize in Lean transformations in nonmanufacturing environments.
 Co-author of The Kaizen Event Planner;
co-developer of Metrics-Based Process
Mapping: An Excel-Based Solution.
 Instructor in University of California, San
Diego’s Lean Enterprise program.

© 2011 Karen Martin & Associates

Karen Martin,
Principal
Karen Martin &
Associates

2
PDCA: Plan Stage

Primary
problem-solving
role:
Investigator

© 2011 Karen Martin & Associates

3
PDCA: Do-Check-Act Stages

Primary
problem-solving
role:
Director

© 2011 Karen Martin & Associates

4
Common Components of the A3 Report
Plan
Theme: ________________________________
Background

Do, Check, Act
Owner: ________________________________
Countermeasures / Implementation Plan

Current Condition

Effect Confirmation

Target Condition / Measurable Objectives

Follow-up Actions

Root Cause & Gap Analysis
Common Components of the A3 Report
Plan
Theme: “What is our area of focus?”
Background

Do, Check, Act
Owner: Person accountable for results.
Countermeasures / Implementation Plan

• Problem statement

• What?

• Context - why is this a problem?

• Who?
• When?

Current Condition

• Where? (if relevant)

• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
the improvement has been successful?

Effect Confirmation
• What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?

Follow-up Actions

Root Cause & Gap Analysis
• Graphical depiction of the most likely direct
(root) causes

• Where else in the organization can this
solution be applied?
• How will the improved state be standardized
and communicated?
Building a Lean Enterprise

Process
Stabilization
Tools
Building a Lean Enterprise

Flow-Enabling
Tools
Once you know the root cause,
brainstorm and prioritize solutions
1. List relevant countermeasures.
2. Eliminate those that aren’t possible.


Regulatory, budgetary, resource availability,
system capability, etc.

3. Combine those that are similar.
4. Number the countermeasures sequentially.
5. Place countermeasures accordingly on the
PACE Prioritization Grid.
© 2011 Karen Martin & Associates
PACE Prioritization Grid
Easy

5

4
13

23

8

22

17
3

10

21

1

16
15
20
19

14

6
7

11
2

18
12

Difficult

Ease of Implementation

9

High

Anticipated Benefit

Low
Implementation /
Countermeasures
 Consider all options


Be innovate – be willing to challenge your paradigms & help
others challenge theirs.

 Make sure the countermeasure is directly very
specifically to the root causes.
 Make it clear exactly what will be done – by whom, by
when, where, how, in what order, etc.
 Aim for full implementation by a certain date.
 The problem owner’s role shifts to advocate and project
manager.
 Cross-functional involvement & consensus is a key
success factor.
© 2011 Karen Martin & Associates

11
Sample Implementation Plan
Task

Type

Accountable

KE

Implementation Schedule (weeks)
2

3

4

5

6

7

8

9

10 11 12

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

50

100

25

75

JDI

50

100
Modify weekly report.

25

75

KE

50

100
Create standard template.

25

75

KE

50

100
Create self-quality checklist.

25

75

Proj

50

100
Clearn up data base.

25

75

Create visual board to track KPIs.

Date
Complete

Mary W.

1

Progress

50

George S.

Sally R.

Sally R.

Bruce M.

9/22/2010

Type: JDI = Just do it; KE = Kaizen Event; Proj = Project

12
Sample A3
Countermeasures / Implementation Plan
Common Components of the A3 Report
Plan
Do, Check, Act
Theme: “What is our area of focus?”
Background

Owner: Person accountable for results.
Countermeasures / Implementation Plan

• Problem statement

• What?

• Context - why is this a problem?

• Who?
• When?

Current Condition

• Where? (if relevant)

• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
the improvement has been successful?

Effect Confirmation
• What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?
Follow-up Actions

Root Cause & Gap Analysis
• Graphical depiction of the most likely direct
(root) causes

• Where else in the organization can this
solution be applied?
• How will the improved state be standardized
and communicated?
The A3 Report:
Effect Confirmation
Tie confirmation directly to the target condition.
Define 2-5 key performance indicators (KPIs).
Determine ways to verify the effectiveness of the
countermeasures, one by one if possible.
Plan in advance for the data that will need to be
collected.
Identify who will help collect the data and how
frequently.

© 2011 Karen Martin & Associates
Common Components of the A3 Report
Plan
Theme: “What is our area of focus?”
Background

Do, Check, Act
Owner: Person accountable for results.
Countermeasures / Implementation Plan

• Problem statement

• What?

• Context - why is this a problem?

• Who?
• When?

Current Condition

• Where? (if relevant)

• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that
the improvement has been successful?

Effect Confirmation
• What measurable results did the solution
achieve (or will be measured to verify
effectiveness)?
• Who’s responsible for ongoing
measurement?

Follow-up Actions

Root Cause & Gap Analysis
• Graphical depiction of the most likely direct
(root) causes

• Where else in the organization can this
solution be applied?
• How will the improved state be standardized
and communicated?
The A3 Report:
Follow-up Actions
How will you communicate the new process?
Who will monitor the process?
Which metrics will be used to measure ongoing
performance?
Look for similar processes within the department
and across the organization that can benefit from
these countermeasures
Ensure ongoing improvement – who will do this?
Share the wealth!


Communicate results across the organization and teach
others to problem-solve via the A3 process

© 2011 Karen Martin & Associates

17
Sample Effect Confirmation Option

Metric

Lead Time
Rolled First Pass Yield
Scrap
Labor Effort

Current
State

Projected Projected %
Actual
Future State Improvement Results *

Actual %
Improvement

36 Days

16 Days

56%

20 Days

44%

55%

75%

36%

80%

45%

$1.2 M

$0.5 M

58%

TBD

TBD

46%

3.8 FTEs

32%

5.6 FTEs 3.0 FTEs

* Measured by Sally Turner on 8/20/2010; monthly measurement;
improvement efforts continuing.

© 2011 Karen Martin & Associates

18
Effect Confirmation & Follow-up

19
Sample A3
Effect Confirmation & Follow-up Actions
Effect Confirmation

Follow-up Actions
When Are You “Done”?

21
Deming’s PDCA Cycle

Plan

Analyze
results &
take
appropriate
action

Develop
hypothesis
& design
experiment

Act

Do

Check
© 2011 Karen Martin & Associates

Measure
results

Conduct
experiment
Using A3 to develop
organizational
capabilities

© 2011 Karen Martin & Associates

23
The Role of the A3 Coach

© 2011 Karen Martin & Associates

24
Coaching and Mentoring
Coaching is working in partnership to facilitate
learning, improve performance, and create
desired results.



Primarily in service of the A3 owner’s development.
To this end, what will be most supportive?

Mentoring is the process for imparting subject
matter expertise and wisdom to a less
experienced person.



Primarily in service of achieving results.
More of a one-way, training-driven relationship

Begin with coaching; move into mentoring as
needed.
© 2011 Karen Martin & Associates

25
Coaching Relationship

Mentoring Relationship

Wisdom

Wisdom

? ? ?
?
?
?
Coach

Coachee

Focus: Asking questions

Mentor

Mentee

Focus: Providing information
Problem-Solving Proficiency
Needed
Lean analytical, process design, and
implementation tools
Data analysis
Visual display of data
Project & time management
Team building / people skills
Change management skills / psychology

© 2011 Karen Martin & Associates

27
Coaching vs. Mentoring
Coach

Mentor

Purpose

Growth/development; helping people realize their potential,
while also generating results

Role

Teacher/consultant; learning/thinking partner

Relationship Built on respect and trust; supportive in nature
Process

Drawing out knowledge that
resides within coachee

Sharing knowledge that
resides within mentor

Questioning; coach engages Telling; Mentor shares
in inquiry to guide the
expertise, offering answers
coachee
and solutions

Focus

Primary: Developing strong
problem-solvers
Secondary: Assuring the
problem is thoroughly
dissected and solved

Primary: Assuring the
problem is thoroughly
dissected and solved
Secondary: Developing
strong problem-solvers
The Wisdom Comes in Knowing When
to Coach and When to Mentor
Types of Coaching
Owner’s Problem-Solving
Skill Level

Focus During Session

What to Ask / Do

Problem-solving is spot on.

Coaching
Goal: “Thought
partners”

“How’s it going?”
“What’s working well?”
“What’s not?”
“What have you learned?”
“What’s been most
surprising?”
“What are you doing next?”
“Do you need any help?”

Problem-solving is off course
and needs correction.

Coaching & Mentoring
Goal: Get person back
on track

Probe using Socratic
questioning. Focus on one
or two areas of the A3.

Problem-solving is on track
so far, but owner’s having
difficulty taking next steps.

Coaching & Mentoring
Goal: Build confidence;
remove obstacles;
create an action plan

Use Socratic questioning to
help person realize his/her
strengths & grow
competencies; provide
mentoring for knowledge
transfer (e.g. specific tools).
Why should we avoid telling
people what to do?

It robs them of the opportunity to think
through the problem themselves.
It deprives them of ownership of the
problem.
You might be wrong.

© 2011 Karen Martin & Associates

31
Socratic Questioning
Named for Socrates
Based on his belief that the
most effective learning results
from a disciplined practice of
thoughtful questioning.


Way of assuring “rigorous
thinking”

Open-ended questions that
cause the learner to think
deeply.
© 2011 Karen Martin & Associates

32
Questioning “Don’ts”
Masked recommendations



“Leading the witness”
Disguising your recommendation as a question (and
thinking that counts as a question)

“Run on” questions


Long questions that contain multiple questions

“The inquisition” – asking question after question


Instead of pausing and allowing the person to answer

Closed-ended questions


That can be answered with yes, no, or a word or two.

© 2011 Karen Martin & Associates

33
Questioning “Don’ts”
Harsh or judgmental tone
Multi-tasking or half-listening instead of
engaging the person in a focused dialogue
If the problem owner asks, “What do you
think?”, don’t take the bait!

© 2011 Karen Martin & Associates

34
Building Organizational Capabilities –
Model 1 – Leadership Development
 Pre-select 4 problems related to annual business goals.
 Break into 4 teams; team lead is the problem owner; others
play dual role, focused primarily on building coaching skills.
 1-day workshop – learn P stage of PDCA.
 4-6 weeks to work on projects; heavy support throughout
from seasoned coach/mentor (2nd coach).
 1-day workshop – teams present progress; much discussion;
learn DCA stage of PDCA.
 4-6 weeks to work on projects; heavy support throughout
from seasoned coach/mentor (2nd coach).
 1-day workshop – teams present progress; focus on
sustainability and spreading the learning across the
organization.
© 2011 Karen Martin & Associates

35
Building Organizational Capabilities –
Model 2 – One-on-One Development
Specific problem is selected.
Identify problem owner and coach/mentor (typically
the project owner’s direct supervisor).
Seasoned coach/mentor serves as either:




“2nd coach” – coaches the coach (if coach is skilled in
improvement tools)
Primary coach to problem owner, with side-bar coaching
discussions with coach.

Support from seasoned coach is heaviest during the
P stage of PDCA.
© 2011 Karen Martin & Associates

36
How A3 Shifts Culture
Cross-functional engagement
Root cause analysis helps break the
“band-aid syndrome”
Learning together
Alignment with organizational strategy
Coaching role of leadership helps move
them away from tactical involvement

© 2011 Karen Martin & Associates

37
Common Problem-Solving Pitfalls
Problem isn’t tied to key business goals.
Problem owner isn’t proficient in analytical and
improvement tools.
Coach isn’t proficient in analytical and
improvement tools.
Consensus isn’t built throughout the process.
A3 drags on forever.
A3 used for everything.
Comment on how A3s and VSMs relate to one another, and which
one to turn to in the beginning.
© 2011 Karen Martin & Associates

38
Key Success Factors
 Engage all stakeholders from the beginning.


They must clearly understand why “this” is a problem.

 Gain consensus every stage of PDCA.
 Keep leadership from getting into tactics.


Their role is strategy and policy.

 Test/experiment before rolling out an improvement.
 Assign clear accountability for monitoring the improved
state and continued improvement.
 Avoid moving forward until true root cause is known.
 Establish measurable targets.
 Develop leaders into engaged and active coaches/mentors.
 Share the process company-wide.
© 2011 Karen Martin & Associates

39
In Summary

The A3 process should become a
standardized form of currency for problemsolving, dialogue, and decision-making in
your organization – creating an organization
of “scientists” who continually improve
operations and achieve results through
constant learning from the work at hand.

© 2011 Karen Martin & Associates

40
Other A3 Applications and
Common A3 Components
Proposal











Theme
Background
Current Condition
Analysis and Proposal
Plan Details
Unresolved Issues (if
relevant)
Implementation
Schedule
Total Effect

© 2011 Karen Martin & Associates

Status Report








Theme
Background
Current Condition
Results
Unresolved Issues /
Follow-up Actions
Total Effect

During Kaizen Events
Professional Development A3

42
For Further Study
For Further Questions

7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Free monthly newsletter:
www.ksmartin.com/subscribe
Learn / Connect :

44

More Related Content

What's hot

8D Problem Solving - Automotive Industry
8D Problem Solving - Automotive Industry8D Problem Solving - Automotive Industry
8D Problem Solving - Automotive IndustryGestion Projet Auto
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3TKMG, Inc.
 
Managing to Learn Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking Managing to Learn Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking Lean Enterprise Academy
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
 
Basic 8D Problem Solving Tools & Methods - Part 1
Basic 8D Problem Solving Tools & Methods - Part 1Basic 8D Problem Solving Tools & Methods - Part 1
Basic 8D Problem Solving Tools & Methods - Part 1Tony Alvarez
 
Introduction to A3 Problem Solving
Introduction to A3 Problem SolvingIntroduction to A3 Problem Solving
Introduction to A3 Problem Solving5S Supply
 
Kepner-Tregoe Problem-Solving Method
Kepner-Tregoe Problem-Solving MethodKepner-Tregoe Problem-Solving Method
Kepner-Tregoe Problem-Solving MethodJason Wang
 
Journey to a Lean Enterprise: New Frontiers
Journey to a Lean Enterprise: New FrontiersJourney to a Lean Enterprise: New Frontiers
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
 
Applying PDCA, A3 Thinking & Problem Solving
Applying PDCA, A3 Thinking & Problem SolvingApplying PDCA, A3 Thinking & Problem Solving
Applying PDCA, A3 Thinking & Problem SolvingLean Enterprise Academy
 
Lean Six Sigma Projects & Strategy Linkage
Lean Six Sigma Projects & Strategy LinkageLean Six Sigma Projects & Strategy Linkage
Lean Six Sigma Projects & Strategy LinkageAnand Subramaniam
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream MappingTKMG, Inc.
 
8D Problem Solving
8D Problem Solving8D Problem Solving
8D Problem SolvingAjay Garg
 
Kaizen – road map to world class processes
Kaizen – road map to world class processesKaizen – road map to world class processes
Kaizen – road map to world class processesKobi Vider
 
Deploying Hoshin Kanri as a Competitive Weapon
Deploying Hoshin Kanri as a Competitive WeaponDeploying Hoshin Kanri as a Competitive Weapon
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
 
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentStrategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
 

What's hot (20)

8D Problem Solving - Automotive Industry
8D Problem Solving - Automotive Industry8D Problem Solving - Automotive Industry
8D Problem Solving - Automotive Industry
 
Operational Excellence Roadmap
Operational Excellence RoadmapOperational Excellence Roadmap
Operational Excellence Roadmap
 
Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3Lean Leadership: Part 1 of 3
Lean Leadership: Part 1 of 3
 
Managing to Learn Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking Managing to Learn Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
 
Basic 8D Problem Solving Tools & Methods - Part 1
Basic 8D Problem Solving Tools & Methods - Part 1Basic 8D Problem Solving Tools & Methods - Part 1
Basic 8D Problem Solving Tools & Methods - Part 1
 
Introduction to A3 Problem Solving
Introduction to A3 Problem SolvingIntroduction to A3 Problem Solving
Introduction to A3 Problem Solving
 
Lean Management System Assessment
Lean Management System AssessmentLean Management System Assessment
Lean Management System Assessment
 
Kepner-Tregoe Problem-Solving Method
Kepner-Tregoe Problem-Solving MethodKepner-Tregoe Problem-Solving Method
Kepner-Tregoe Problem-Solving Method
 
Journey to a Lean Enterprise: New Frontiers
Journey to a Lean Enterprise: New FrontiersJourney to a Lean Enterprise: New Frontiers
Journey to a Lean Enterprise: New Frontiers
 
Applying PDCA, A3 Thinking & Problem Solving
Applying PDCA, A3 Thinking & Problem SolvingApplying PDCA, A3 Thinking & Problem Solving
Applying PDCA, A3 Thinking & Problem Solving
 
A3 Report (A3 Problem Solving) Poster
A3 Report (A3 Problem Solving) PosterA3 Report (A3 Problem Solving) Poster
A3 Report (A3 Problem Solving) Poster
 
Lean Six Sigma Projects & Strategy Linkage
Lean Six Sigma Projects & Strategy LinkageLean Six Sigma Projects & Strategy Linkage
Lean Six Sigma Projects & Strategy Linkage
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream Mapping
 
8D Problem Solving
8D Problem Solving8D Problem Solving
8D Problem Solving
 
8D Problem Solving Process & Tools
8D Problem Solving Process & Tools8D Problem Solving Process & Tools
8D Problem Solving Process & Tools
 
Kaizen – road map to world class processes
Kaizen – road map to world class processesKaizen – road map to world class processes
Kaizen – road map to world class processes
 
A3 thinking
A3 thinkingA3 thinking
A3 thinking
 
Deploying Hoshin Kanri as a Competitive Weapon
Deploying Hoshin Kanri as a Competitive WeaponDeploying Hoshin Kanri as a Competitive Weapon
Deploying Hoshin Kanri as a Competitive Weapon
 
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentStrategy Deployment: Accelerating Improvement Through Focus and Alignment
Strategy Deployment: Accelerating Improvement Through Focus and Alignment
 

Viewers also liked

Value Stream Mapping - Strategy Before Tactics
Value Stream Mapping - Strategy Before TacticsValue Stream Mapping - Strategy Before Tactics
Value Stream Mapping - Strategy Before TacticsTKMG, Inc.
 
Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"TKMG, Inc.
 
Creating the Improvement-Minded Organization
Creating the Improvement-Minded OrganizationCreating the Improvement-Minded Organization
Creating the Improvement-Minded OrganizationTKMG, Inc.
 
The Coach Is In: An Open Forum
The Coach Is In: An Open ForumThe Coach Is In: An Open Forum
The Coach Is In: An Open ForumTKMG, Inc.
 
Healthcare Kaizen
Healthcare KaizenHealthcare Kaizen
Healthcare KaizenTKMG, Inc.
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
 
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTRapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTTKMG, Inc.
 
The Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineThe Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineTKMG, Inc.
 
The Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementThe Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementTKMG, Inc.
 
Employee Engagement & Operational Excellence: Two Sides of the Same Coin
Employee Engagement & Operational Excellence: Two Sides of the Same CoinEmployee Engagement & Operational Excellence: Two Sides of the Same Coin
Employee Engagement & Operational Excellence: Two Sides of the Same CoinTKMG, Inc.
 
The Outstanding Organization: The Power of Clarity
The Outstanding Organization: The Power of ClarityThe Outstanding Organization: The Power of Clarity
The Outstanding Organization: The Power of ClarityTKMG, Inc.
 
Problem Solving & Critical Thinking
Problem Solving & Critical ThinkingProblem Solving & Critical Thinking
Problem Solving & Critical ThinkingTKMG, Inc.
 
Value Stream Mapping in Non-Manufacturing Environments
Value Stream Mapping in Non-Manufacturing EnvironmentsValue Stream Mapping in Non-Manufacturing Environments
Value Stream Mapping in Non-Manufacturing EnvironmentsTKMG, Inc.
 
Value Stream Mapping in Office & Service Setttings
Value Stream Mapping in Office & Service SetttingsValue Stream Mapping in Office & Service Setttings
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management SystemsTKMG, Inc.
 

Viewers also liked (15)

Value Stream Mapping - Strategy Before Tactics
Value Stream Mapping - Strategy Before TacticsValue Stream Mapping - Strategy Before Tactics
Value Stream Mapping - Strategy Before Tactics
 
Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"Putting an End to "Organizational ADD"
Putting an End to "Organizational ADD"
 
Creating the Improvement-Minded Organization
Creating the Improvement-Minded OrganizationCreating the Improvement-Minded Organization
Creating the Improvement-Minded Organization
 
The Coach Is In: An Open Forum
The Coach Is In: An Open ForumThe Coach Is In: An Open Forum
The Coach Is In: An Open Forum
 
Healthcare Kaizen
Healthcare KaizenHealthcare Kaizen
Healthcare Kaizen
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based Solution
 
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FASTRapid Improvement: How to Change Behaviors & Get Stuff Done FAST
Rapid Improvement: How to Change Behaviors & Get Stuff Done FAST
 
The Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of DisciplineThe Outstanding Organization: The Power of Discipline
The Outstanding Organization: The Power of Discipline
 
The Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of EngagementThe Outstanding Organization: The Power of Engagement
The Outstanding Organization: The Power of Engagement
 
Employee Engagement & Operational Excellence: Two Sides of the Same Coin
Employee Engagement & Operational Excellence: Two Sides of the Same CoinEmployee Engagement & Operational Excellence: Two Sides of the Same Coin
Employee Engagement & Operational Excellence: Two Sides of the Same Coin
 
The Outstanding Organization: The Power of Clarity
The Outstanding Organization: The Power of ClarityThe Outstanding Organization: The Power of Clarity
The Outstanding Organization: The Power of Clarity
 
Problem Solving & Critical Thinking
Problem Solving & Critical ThinkingProblem Solving & Critical Thinking
Problem Solving & Critical Thinking
 
Value Stream Mapping in Non-Manufacturing Environments
Value Stream Mapping in Non-Manufacturing EnvironmentsValue Stream Mapping in Non-Manufacturing Environments
Value Stream Mapping in Non-Manufacturing Environments
 
Value Stream Mapping in Office & Service Setttings
Value Stream Mapping in Office & Service SetttingsValue Stream Mapping in Office & Service Setttings
Value Stream Mapping in Office & Service Setttings
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management Systems
 

Similar to A3 Management (Part 2 of 2)

A3 Problem Solving Technique.pdf
A3 Problem Solving Technique.pdfA3 Problem Solving Technique.pdf
A3 Problem Solving Technique.pdfLeviBian1
 
Change Management 2004
Change Management 2004Change Management 2004
Change Management 2004jim
 
Active Problem Solving
Active Problem SolvingActive Problem Solving
Active Problem SolvingMichael Brown
 
Performance Management
Performance ManagementPerformance Management
Performance ManagementLFrasca
 
Enterprise performance-management
Enterprise performance-managementEnterprise performance-management
Enterprise performance-managementOmair Mustafa
 
How to effectively cultivate change
How to effectively cultivate changeHow to effectively cultivate change
How to effectively cultivate changeNina Segura
 
IT satisfaction.pdf
IT satisfaction.pdfIT satisfaction.pdf
IT satisfaction.pdfJohnDough52
 
The Metrics of Project Management Performance and PMBOK
The Metrics of Project Management Performance and PMBOKThe Metrics of Project Management Performance and PMBOK
The Metrics of Project Management Performance and PMBOKLiana Underwood
 
Performance management goals
Performance management goalsPerformance management goals
Performance management goalsrayferrier7010
 
APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S. APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S. Kaustav Lahiri
 
PS-Problem-Solving-Toolkit.pptx
PS-Problem-Solving-Toolkit.pptxPS-Problem-Solving-Toolkit.pptx
PS-Problem-Solving-Toolkit.pptxAbdirazaqAhmed
 
The Power of an Action Plan
The Power of an Action PlanThe Power of an Action Plan
The Power of an Action PlanJustin Zawaly
 
Va root cause analysis for process improvement
Va root cause analysis for process improvementVa root cause analysis for process improvement
Va root cause analysis for process improvementsourias
 
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...Frank Donohue
 
Value Summary 2.0 Overview
Value Summary 2.0 OverviewValue Summary 2.0 Overview
Value Summary 2.0 Overviewbpatterson888
 
Value Summary Online Improvement Portal: Product Overview
Value Summary Online Improvement Portal: Product OverviewValue Summary Online Improvement Portal: Product Overview
Value Summary Online Improvement Portal: Product OverviewUniversity of Utah
 
Ad Monsters Kaizen - Mark Verone
Ad Monsters Kaizen - Mark VeroneAd Monsters Kaizen - Mark Verone
Ad Monsters Kaizen - Mark VeroneMark Verone
 

Similar to A3 Management (Part 2 of 2) (20)

A3 Problem Solving Technique.pdf
A3 Problem Solving Technique.pdfA3 Problem Solving Technique.pdf
A3 Problem Solving Technique.pdf
 
Change Management 2004
Change Management 2004Change Management 2004
Change Management 2004
 
Active Problem Solving
Active Problem SolvingActive Problem Solving
Active Problem Solving
 
Performance Management
Performance ManagementPerformance Management
Performance Management
 
Presentation on management concepts
Presentation on management conceptsPresentation on management concepts
Presentation on management concepts
 
Enterprise performance-management
Enterprise performance-managementEnterprise performance-management
Enterprise performance-management
 
How to effectively cultivate change
How to effectively cultivate changeHow to effectively cultivate change
How to effectively cultivate change
 
ABC's of Problem Solving
ABC's of Problem SolvingABC's of Problem Solving
ABC's of Problem Solving
 
Atitude
AtitudeAtitude
Atitude
 
IT satisfaction.pdf
IT satisfaction.pdfIT satisfaction.pdf
IT satisfaction.pdf
 
The Metrics of Project Management Performance and PMBOK
The Metrics of Project Management Performance and PMBOKThe Metrics of Project Management Performance and PMBOK
The Metrics of Project Management Performance and PMBOK
 
Performance management goals
Performance management goalsPerformance management goals
Performance management goals
 
APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S. APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
 
PS-Problem-Solving-Toolkit.pptx
PS-Problem-Solving-Toolkit.pptxPS-Problem-Solving-Toolkit.pptx
PS-Problem-Solving-Toolkit.pptx
 
The Power of an Action Plan
The Power of an Action PlanThe Power of an Action Plan
The Power of an Action Plan
 
Va root cause analysis for process improvement
Va root cause analysis for process improvementVa root cause analysis for process improvement
Va root cause analysis for process improvement
 
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...
 
Value Summary 2.0 Overview
Value Summary 2.0 OverviewValue Summary 2.0 Overview
Value Summary 2.0 Overview
 
Value Summary Online Improvement Portal: Product Overview
Value Summary Online Improvement Portal: Product OverviewValue Summary Online Improvement Portal: Product Overview
Value Summary Online Improvement Portal: Product Overview
 
Ad Monsters Kaizen - Mark Verone
Ad Monsters Kaizen - Mark VeroneAd Monsters Kaizen - Mark Verone
Ad Monsters Kaizen - Mark Verone
 

More from TKMG, Inc.

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsTKMG, Inc.
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - YouTKMG, Inc.
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving TKMG, Inc.
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & PerformanceTKMG, Inc.
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesTKMG, Inc.
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleTKMG, Inc.
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeTKMG, Inc.
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3TKMG, Inc.
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3TKMG, Inc.
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
 
value stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingvalue stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingTKMG, Inc.
 
Process Change: Communication & Training Tips
Process Change:  Communication & Training TipsProcess Change:  Communication & Training Tips
Process Change: Communication & Training TipsTKMG, Inc.
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI CultureTKMG, Inc.
 

More from TKMG, Inc. (20)

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving Questions
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - You
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & Performance
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and Priorities
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE example
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable System
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount Code
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)
 
value stream mapping and metrics based process mapping
value stream mapping and metrics based process mappingvalue stream mapping and metrics based process mapping
value stream mapping and metrics based process mapping
 
Process Change: Communication & Training Tips
Process Change:  Communication & Training TipsProcess Change:  Communication & Training Tips
Process Change: Communication & Training Tips
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob Stoller
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI Culture
 

Recently uploaded

Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024Stephan Koning
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 

Recently uploaded (20)

Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 Building Your Personal Brand on LinkedIn - Expert Planet-  2024 Building Your Personal Brand on LinkedIn - Expert Planet-  2024
Building Your Personal Brand on LinkedIn - Expert Planet- 2024
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 

A3 Management (Part 2 of 2)

  • 1. A3 Management: From Structured Problem-Solving to Workforce Development Part II of II Company LOGO 1
  • 2. Your Instructor  Early career as a scientist; migrated to quality & operations design in the mid-80’s.  Launched Karen Martin & Associates in 1993.  Specialize in Lean transformations in nonmanufacturing environments.  Co-author of The Kaizen Event Planner; co-developer of Metrics-Based Process Mapping: An Excel-Based Solution.  Instructor in University of California, San Diego’s Lean Enterprise program. © 2011 Karen Martin & Associates Karen Martin, Principal Karen Martin & Associates 2
  • 5. Common Components of the A3 Report Plan Theme: ________________________________ Background Do, Check, Act Owner: ________________________________ Countermeasures / Implementation Plan Current Condition Effect Confirmation Target Condition / Measurable Objectives Follow-up Actions Root Cause & Gap Analysis
  • 6. Common Components of the A3 Report Plan Theme: “What is our area of focus?” Background Do, Check, Act Owner: Person accountable for results. Countermeasures / Implementation Plan • Problem statement • What? • Context - why is this a problem? • Who? • When? Current Condition • Where? (if relevant) • Diagram of current situation or process • What about it is not ideal? • Extent of the problem (metrics) Target Condition / Measurable Objectives • Diagram of desired state • Measurable targets – how will we know that the improvement has been successful? Effect Confirmation • What measurable results did the solution achieve (or will be measured to verify effectiveness)? • Who’s responsible for ongoing measurement? Follow-up Actions Root Cause & Gap Analysis • Graphical depiction of the most likely direct (root) causes • Where else in the organization can this solution be applied? • How will the improved state be standardized and communicated?
  • 7. Building a Lean Enterprise Process Stabilization Tools
  • 8. Building a Lean Enterprise Flow-Enabling Tools
  • 9. Once you know the root cause, brainstorm and prioritize solutions 1. List relevant countermeasures. 2. Eliminate those that aren’t possible.  Regulatory, budgetary, resource availability, system capability, etc. 3. Combine those that are similar. 4. Number the countermeasures sequentially. 5. Place countermeasures accordingly on the PACE Prioritization Grid. © 2011 Karen Martin & Associates
  • 11. Implementation / Countermeasures  Consider all options  Be innovate – be willing to challenge your paradigms & help others challenge theirs.  Make sure the countermeasure is directly very specifically to the root causes.  Make it clear exactly what will be done – by whom, by when, where, how, in what order, etc.  Aim for full implementation by a certain date.  The problem owner’s role shifts to advocate and project manager.  Cross-functional involvement & consensus is a key success factor. © 2011 Karen Martin & Associates 11
  • 12. Sample Implementation Plan Task Type Accountable KE Implementation Schedule (weeks) 2 3 4 5 6 7 8 9 10 11 12 100 25 75 50 100 25 75 50 100 25 75 50 100 25 75 50 100 25 75 50 100 25 75 JDI 50 100 Modify weekly report. 25 75 KE 50 100 Create standard template. 25 75 KE 50 100 Create self-quality checklist. 25 75 Proj 50 100 Clearn up data base. 25 75 Create visual board to track KPIs. Date Complete Mary W. 1 Progress 50 George S. Sally R. Sally R. Bruce M. 9/22/2010 Type: JDI = Just do it; KE = Kaizen Event; Proj = Project 12
  • 13. Sample A3 Countermeasures / Implementation Plan
  • 14. Common Components of the A3 Report Plan Do, Check, Act Theme: “What is our area of focus?” Background Owner: Person accountable for results. Countermeasures / Implementation Plan • Problem statement • What? • Context - why is this a problem? • Who? • When? Current Condition • Where? (if relevant) • Diagram of current situation or process • What about it is not ideal? • Extent of the problem (metrics) Target Condition / Measurable Objectives • Diagram of desired state • Measurable targets – how will we know that the improvement has been successful? Effect Confirmation • What measurable results did the solution achieve (or will be measured to verify effectiveness)? • Who’s responsible for ongoing measurement? Follow-up Actions Root Cause & Gap Analysis • Graphical depiction of the most likely direct (root) causes • Where else in the organization can this solution be applied? • How will the improved state be standardized and communicated?
  • 15. The A3 Report: Effect Confirmation Tie confirmation directly to the target condition. Define 2-5 key performance indicators (KPIs). Determine ways to verify the effectiveness of the countermeasures, one by one if possible. Plan in advance for the data that will need to be collected. Identify who will help collect the data and how frequently. © 2011 Karen Martin & Associates
  • 16. Common Components of the A3 Report Plan Theme: “What is our area of focus?” Background Do, Check, Act Owner: Person accountable for results. Countermeasures / Implementation Plan • Problem statement • What? • Context - why is this a problem? • Who? • When? Current Condition • Where? (if relevant) • Diagram of current situation or process • What about it is not ideal? • Extent of the problem (metrics) Target Condition / Measurable Objectives • Diagram of desired state • Measurable targets – how will we know that the improvement has been successful? Effect Confirmation • What measurable results did the solution achieve (or will be measured to verify effectiveness)? • Who’s responsible for ongoing measurement? Follow-up Actions Root Cause & Gap Analysis • Graphical depiction of the most likely direct (root) causes • Where else in the organization can this solution be applied? • How will the improved state be standardized and communicated?
  • 17. The A3 Report: Follow-up Actions How will you communicate the new process? Who will monitor the process? Which metrics will be used to measure ongoing performance? Look for similar processes within the department and across the organization that can benefit from these countermeasures Ensure ongoing improvement – who will do this? Share the wealth!  Communicate results across the organization and teach others to problem-solve via the A3 process © 2011 Karen Martin & Associates 17
  • 18. Sample Effect Confirmation Option Metric Lead Time Rolled First Pass Yield Scrap Labor Effort Current State Projected Projected % Actual Future State Improvement Results * Actual % Improvement 36 Days 16 Days 56% 20 Days 44% 55% 75% 36% 80% 45% $1.2 M $0.5 M 58% TBD TBD 46% 3.8 FTEs 32% 5.6 FTEs 3.0 FTEs * Measured by Sally Turner on 8/20/2010; monthly measurement; improvement efforts continuing. © 2011 Karen Martin & Associates 18
  • 19. Effect Confirmation & Follow-up 19
  • 20. Sample A3 Effect Confirmation & Follow-up Actions Effect Confirmation Follow-up Actions
  • 21. When Are You “Done”? 21
  • 22. Deming’s PDCA Cycle Plan Analyze results & take appropriate action Develop hypothesis & design experiment Act Do Check © 2011 Karen Martin & Associates Measure results Conduct experiment
  • 23. Using A3 to develop organizational capabilities © 2011 Karen Martin & Associates 23
  • 24. The Role of the A3 Coach © 2011 Karen Martin & Associates 24
  • 25. Coaching and Mentoring Coaching is working in partnership to facilitate learning, improve performance, and create desired results.   Primarily in service of the A3 owner’s development. To this end, what will be most supportive? Mentoring is the process for imparting subject matter expertise and wisdom to a less experienced person.   Primarily in service of achieving results. More of a one-way, training-driven relationship Begin with coaching; move into mentoring as needed. © 2011 Karen Martin & Associates 25
  • 26. Coaching Relationship Mentoring Relationship Wisdom Wisdom ? ? ? ? ? ? Coach Coachee Focus: Asking questions Mentor Mentee Focus: Providing information
  • 27. Problem-Solving Proficiency Needed Lean analytical, process design, and implementation tools Data analysis Visual display of data Project & time management Team building / people skills Change management skills / psychology © 2011 Karen Martin & Associates 27
  • 28. Coaching vs. Mentoring Coach Mentor Purpose Growth/development; helping people realize their potential, while also generating results Role Teacher/consultant; learning/thinking partner Relationship Built on respect and trust; supportive in nature Process Drawing out knowledge that resides within coachee Sharing knowledge that resides within mentor Questioning; coach engages Telling; Mentor shares in inquiry to guide the expertise, offering answers coachee and solutions Focus Primary: Developing strong problem-solvers Secondary: Assuring the problem is thoroughly dissected and solved Primary: Assuring the problem is thoroughly dissected and solved Secondary: Developing strong problem-solvers
  • 29. The Wisdom Comes in Knowing When to Coach and When to Mentor
  • 30. Types of Coaching Owner’s Problem-Solving Skill Level Focus During Session What to Ask / Do Problem-solving is spot on. Coaching Goal: “Thought partners” “How’s it going?” “What’s working well?” “What’s not?” “What have you learned?” “What’s been most surprising?” “What are you doing next?” “Do you need any help?” Problem-solving is off course and needs correction. Coaching & Mentoring Goal: Get person back on track Probe using Socratic questioning. Focus on one or two areas of the A3. Problem-solving is on track so far, but owner’s having difficulty taking next steps. Coaching & Mentoring Goal: Build confidence; remove obstacles; create an action plan Use Socratic questioning to help person realize his/her strengths & grow competencies; provide mentoring for knowledge transfer (e.g. specific tools).
  • 31. Why should we avoid telling people what to do? It robs them of the opportunity to think through the problem themselves. It deprives them of ownership of the problem. You might be wrong. © 2011 Karen Martin & Associates 31
  • 32. Socratic Questioning Named for Socrates Based on his belief that the most effective learning results from a disciplined practice of thoughtful questioning.  Way of assuring “rigorous thinking” Open-ended questions that cause the learner to think deeply. © 2011 Karen Martin & Associates 32
  • 33. Questioning “Don’ts” Masked recommendations   “Leading the witness” Disguising your recommendation as a question (and thinking that counts as a question) “Run on” questions  Long questions that contain multiple questions “The inquisition” – asking question after question  Instead of pausing and allowing the person to answer Closed-ended questions  That can be answered with yes, no, or a word or two. © 2011 Karen Martin & Associates 33
  • 34. Questioning “Don’ts” Harsh or judgmental tone Multi-tasking or half-listening instead of engaging the person in a focused dialogue If the problem owner asks, “What do you think?”, don’t take the bait! © 2011 Karen Martin & Associates 34
  • 35. Building Organizational Capabilities – Model 1 – Leadership Development  Pre-select 4 problems related to annual business goals.  Break into 4 teams; team lead is the problem owner; others play dual role, focused primarily on building coaching skills.  1-day workshop – learn P stage of PDCA.  4-6 weeks to work on projects; heavy support throughout from seasoned coach/mentor (2nd coach).  1-day workshop – teams present progress; much discussion; learn DCA stage of PDCA.  4-6 weeks to work on projects; heavy support throughout from seasoned coach/mentor (2nd coach).  1-day workshop – teams present progress; focus on sustainability and spreading the learning across the organization. © 2011 Karen Martin & Associates 35
  • 36. Building Organizational Capabilities – Model 2 – One-on-One Development Specific problem is selected. Identify problem owner and coach/mentor (typically the project owner’s direct supervisor). Seasoned coach/mentor serves as either:   “2nd coach” – coaches the coach (if coach is skilled in improvement tools) Primary coach to problem owner, with side-bar coaching discussions with coach. Support from seasoned coach is heaviest during the P stage of PDCA. © 2011 Karen Martin & Associates 36
  • 37. How A3 Shifts Culture Cross-functional engagement Root cause analysis helps break the “band-aid syndrome” Learning together Alignment with organizational strategy Coaching role of leadership helps move them away from tactical involvement © 2011 Karen Martin & Associates 37
  • 38. Common Problem-Solving Pitfalls Problem isn’t tied to key business goals. Problem owner isn’t proficient in analytical and improvement tools. Coach isn’t proficient in analytical and improvement tools. Consensus isn’t built throughout the process. A3 drags on forever. A3 used for everything. Comment on how A3s and VSMs relate to one another, and which one to turn to in the beginning. © 2011 Karen Martin & Associates 38
  • 39. Key Success Factors  Engage all stakeholders from the beginning.  They must clearly understand why “this” is a problem.  Gain consensus every stage of PDCA.  Keep leadership from getting into tactics.  Their role is strategy and policy.  Test/experiment before rolling out an improvement.  Assign clear accountability for monitoring the improved state and continued improvement.  Avoid moving forward until true root cause is known.  Establish measurable targets.  Develop leaders into engaged and active coaches/mentors.  Share the process company-wide. © 2011 Karen Martin & Associates 39
  • 40. In Summary The A3 process should become a standardized form of currency for problemsolving, dialogue, and decision-making in your organization – creating an organization of “scientists” who continually improve operations and achieve results through constant learning from the work at hand. © 2011 Karen Martin & Associates 40
  • 41. Other A3 Applications and Common A3 Components Proposal         Theme Background Current Condition Analysis and Proposal Plan Details Unresolved Issues (if relevant) Implementation Schedule Total Effect © 2011 Karen Martin & Associates Status Report       Theme Background Current Condition Results Unresolved Issues / Follow-up Actions Total Effect During Kaizen Events
  • 44. For Further Questions 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Free monthly newsletter: www.ksmartin.com/subscribe Learn / Connect : 44