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1. WHAT IS AN A3 PROJECT?
An activity that
(a) supports achievement of the continuous improvement objectives
(b) requires > 20 hours dedicated man-hours
(c) has an A3 worksheet
2. WHERE DO A3 PROJECTS COME FROM?
All functions & all personnel entitled to propose projects
Derived from e.g. continuous improvement objectives or VSM or other business critical source
e.g. compliance requirement or safety requirement
All projects pre-screened by snr managers prior to proposal for the master list
The master project list is maintained by the continuous improvement facilitator
3. A3 OBJECTIVE
To provide a one page (A3, 420mm x 297mm) summary of a programme, project or problem,
for the project team & relevant personnel within the organisation
4. WHY?
Encourages brevity & sharpness of thinking
Tells a logical story on one sheet for all viewers
Provides a common organisation-wide format for all programme, management, project
managment & problem solving activities
5. WHO?
Team leader of the programme or project, or process owner of the area under review
6. HOW?
Completion of the standard A3 Template. The template usually consistes of 7 to 9 boxes with
standard input requirements, that follow the 8 stpe path. The template is modified to suit
individual projects.
What outcome do I want? Visualise the desired results. Using the data, set a Goal setting. Agreement with
measurable and realistic goal. stakeholders on outcome
Brainstorming
List as many potential countermeasures as possible. Identify an effective
countermeasure that directly addresses the root cause.
Team discussion
Action plan
Select the most practical and effective countermeasure. Create a clear and
detailed action plan. Implement quickly.
Gantt chart
Document the new process and set as new standard. Share the new
standard through Horizontal deployment. Reflect and celebrate success. Standard work
Start the next Improvement!
A3 No. and Name Team members (name & role) Stakeholders (name & role) Department Organisation objective
Ficep s.p.a. Logistics M. w46 1. Giulia Bossi 1. Loris Reato 1. Cells Warehouses Reduce spare parts
2. Thomas Cousin 2. Marco Brambilla 2. Internal Production
Team Leader (name & 'phone ext) 3. Pietro Borsani 3. Kaustav Kundu 3. Quality Control Start date & planned duration
Giulia Bossi 4. Sandeep Kumar Mishra 4. Alberto Portioli Staudacher 4. Dromone 04/11/15-29/01/16
1. Clarify the problem / Problem Backgroud / Current situation 4. Analyse the Root Cause 6. Implement Countermeasure
Is: Absence of items/components at the assembly line GROUP 1: at the beginning we focused on understanding the flows coming in each department with a GROUP 1
Is not: JIT or LEAN management representation of the main areas and actors in a map(curren state map). We learnt how the planning, Preparation of a pilot test in both a delivery
purchasing and contracting phases are performed. Then we focused our attention to the suppliers that area and the quality control department in
basically are not controlled properly. In existence there is a classification of them according to the order to numerically evaluate the process
Problem statement: quality level of their outputs and the way of transportation used. What we noticed was that there was capability of each supplier
not defined procedure to classify and controll them over time.
GROUP 1
The main problem is a lack in logistics management concerning storage, picking, inbound logistics
and outbound; as a matter of fact there is the clear need for clear and standard rules/procedures GROUP 2: the main cause is the Master Plan established by the top management each four months.
in each department and for the different type of activity. They are currently working on MTS system and their forecasts are quite always wrong. In addition, their
LT and Delivery time are very different between each other. LT is about 2 to 24 weeks, while DT is 2 to
8. The risk to have missing parts is extremely high. By analyzing database, we found out that there is a
serious discrepancy between the BOM and the actual picking activities (code:7M).
GROUP 2: the main problem is the lack of standard procedures in stocking pieces and in
tracebility of responsibilities. People inside the company work without knowing that each actionsis
linked one to the other. It is a chain of errors that causes missing parts and delays.
GROUP 2
introduction of fixed position to stock the same standardised procedures
piece in the same position everytime, so that 8. Standardise & Share Success
everyone knows that is there and it is easier to
3. Set the Target see if it is necessary to buy more.
GROUP 1
1 Mapping the process in term of current state and future state analysis on a ABC basis in order to assess which redefinition of codes and how pieces are
components to stock and which to deal with stocked and calculation of IR. This introduce a
differently new Kpi that has never been evaluated in the
company
Toyota 8 step A3
analysis on a ABC basis in order to assess which redefinition of codes and how pieces are
2 Definition of clear and standardised procedures along the entire process components to stock and which to deal with stocked and calculation of IR. This introduce a
differently new Kpi that has never been evaluated in the
3 Identification of the main KPI useful for the effective management company
4 Introduction of a change in the culture
5 understanding of the current configuration of the WH
6 Redefinition of codes and how pieces are positioned inside the WH
7 Calculation of Inventory Rotation or similar
IS /IS NOT ANALYSIS
Used to develop a problem statement and define the scope of a project.
IS
Description
(Observation):
How frequently did it every times they make an order and start the
happen? process
Is there a pattern?