Quality Assurance

A3 Reports Click to edit Master subtitle style

A3 Reports

What Are A3 Reports?

A process used to document and report solutions to problems established within any area of the organization. This differs from other types of report in the way that all information is disclosed on an A3 sheet. A3 Thinking = Relentless Improvement / Eliminate Waste

A3 Reports

Why do we need them?

A3 Reports offer a simple and structured approach to reporting solutions to problems. A3 Reports are particularly effective in demonstrating to third parties the problem solving process A3 Reports reveal the actions taken, or to be taken, in preventing defects/eliminating problems. A3 Reports requires clear, concise thinking and logic, the A3 (11 x17) limitation reinforces substance over volume Essentially, A3 Reports guide the identification & elimination of waste, in order to control processes. A3 Thinking = Permanent Elimination of Problem

A3 Reports

Follow PDCA (DMAIC) process

Plan = Define & Measure Do = Analyze Check = Improve Act = Control Critical element of continuous improvement Requires critical thinking Focus on critical few Not just correct the problem Buteliminate it

CHE CK AC T AC T AC T CHE CK PLA N CHE PLA CK N PLA N PLA N D O D O D O

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A3 Critical Thinking One more tool to drive towards perfection Lean Six Sigma
& Continuous Improvement

A3 thinking is continuous improvement

Lean Six Sigma Alone

Continuous Improvement Alone

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What does an A3 look like?

11

17

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Dont be fooled by the simplicity of the form The form is the byproduct of critical thinking Focusing on the critical few drivers Ignore the noise Go beyond the superficial Dig for the true root cause Develop corrective actions that not only fix the condition but eliminate the potential for it to occur again Goal: Eliminate the Defect For Good

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It has been said that the typical U.S. firm, when facing a vexing problem in which it has one year to solve, would spend three months planning, three months implementing, and six months tweaking and picking up loose ends. Toyota, facing a similar situation, would spend eleven months planning and one month implementing (with no loose ends to clean up!). Durward K. Sobek II.;Art Smalley. Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (p. 5). Kindle Edition.

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PDCA aims to improve long term system performance not just solve the current crisis

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Example of A3 thinking Plant A has a machine producing defects at a rate of 4.3% No readily apparent reason What would you do?

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Example A3 thinking Pareto defects Address largest defect Fishbone Potential Causes Develop Corrective Action to address each cause Trial each Identifies breakthrough solution coolant had become contaminated Changes coolant Defect drop from 4.3% to 0.3% Did he do a good job?

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Example A3 thinking What did we miss? How did the coolant become contaminated? Are there any checks in place to monitor the coolant? Who is responsible for the coolant? How should the coolant replacement be managed? Scheduled maintenance? Based on QC check? How do we prevent the coolant from every becoming contaminated?

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Key Takeaway from our little example:

The Goal: Elimination of the problem not just correction How many times do we solve the same problem?

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Creating the A3 Team Based Activity / Collaborative Requires direct observation Iterative in nature Work in pencil Have a big eraser

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Key Elements of A3 Thinking Logical Problem Solving Process Objectivity Both result and the [problem solving] process are important Being able to discern the critical few Collaboration Coherent Systems View

1. 2. 3.

4. 5. 6. 7.

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The Process

Plan

Do

Check Act

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Seek to fully understand the current situation Where did the problem occur? When did the problem occur? What were the exact conditions If possible see the problem firsthand Confront Assumptions Bias Misconceptions Preference to diagrams over words

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Identify the Root Cause The most obvious cause is rarely the root cause Usually multiple layers of cause and effect 5 Whys? Post It Note Exercise Drive down until you run out of causes Each Cause is also an Effect

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5 Why Example: Bob drives a 7 year old car, he lives in Wisconsin, and his car is not garaged. Its January. Lately, when he gets in his car it occasionally does not start. He has to jump it with the other family car, a one year old SUV. After that he is able to drive the 30 minutes to work and the car starts that night for the drive home. The SUV is garaged. Bob wants to know what the root cause is? Task Use Post Its Create a 5 Why tree Brainstorm What questions would you like answered?
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5 Why example:

Car wont start in the morning Battery is dead

Battery doesnt hold a charge

Battery doesnt charge

Battery is drained overnight

It is cold outside at night

Battery is old

Alternator is going

Something stays on

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A3 Example Is there a pattern to what days the car doesnt start? Day of week? Weather (temperature) that night? Who drove the car last? Does it ever not start on the way home from work? Does it ever sit over the weekend? Does it start? Do you ever park it in the garage overnight? Does it start the obvious (many times this is not Dont stop at then? the true root cause but a symptom)

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Develop Corrective Actions Think: Simple, robust, prevention over correction Gain organizational buy-n Look for pitfalls Avoid over burdening Avoid developing new systems Use existing systems Develop a clear picture of the countermeasures

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Develop and Implementation Plan Who What Why Where When How

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Create a Follow Up Plan This is how are you going to measure and ensure the corrective actions worked? What was the planned outcome? What was the actual outcome? Is there a difference? Why? What are you going to do about it? Review the results with the group Were the results achieved? If so, obtain final approvals (job done) and convert any outstanding items into standard operations Update quality and work procedures

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The A3 Report isnt just a form It is a methodology to: Logically address issues Determine true root cause Develop corrective actions Implement corrective actions Measure results against expectations Standardize / Institutionalize the Improvements

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Completing the A3: Background Demonstrate lear understanding of the issue Make it visual Understand your audience Provide the necessary data/facts to quantify the issue Aerosol Bottom Metal Exposure During Seaming
Recurring scuff on the dome area of aerosol bottoms, not present on incoming material Affects 100% of the domes on cans 713 and taller

Scuff created in seamer Metal exposure / visual inspection shows Zero defects prior to seaming

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Creating the A3: Background Consider Current state Key factors of the process Quantitative Data / Facts Presented

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Creating the A3: Goal statement How will we know when the project is complete

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Creating the A3: Root Cause Analysis 5 Whys 7 Quality Control Tools Check sheets Pareto Charts Histograms Cause and Effect (Fishbone) Correlation Control Charts Flow Charts Separate fact from opinion Limited space Summarize the main findings You will do a lot of work outside the A3 2929

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Creating the A3: Develop Corrective Actions (Countermeasures) Who What Why Where When How

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Creating the A3: Effect Confirmation Verify the results How do results compare vs. Goal

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Creating the A3: Follow Up Actions Do you need to take any additional actions based on what you have learned? What do you to do to sustain the gains? Who else should know about this (transfer of knowledge)

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Areas suitable for A3 Spoilage Quality Issues Design Improvements/Changes Maintenance Logistics Issues Planning Issues Workflow Improvement Change-over Reduction

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