ACCELERANT
IFA (INFORMATION, FOCUS, ACTION)
Most companies place too much emphasis on results (looking backward) and too little emphasis on the factors that drive results:
Information (the basis for effective decisions), Focus (making effective decisions), and Action (transforming decisions to results).
OVERVIEW
What is IFA?
IFA is one of the easiest and most effective ways to improve results
in almost anything you do. How? Rather than spending time trying to
manage results, which are by their very nature rooted in the past, IFA
emphasizes the three factors that drive results:
Factor Description
Information Information is the foundation and starting point of IFA. Excel-
lent information (i.e., accurate, relevant, and easy-to-under-
stand) is a precondition for effective decision making.
Focus Focus is the pivot between Information and Action. It is the
moment in time when Information is reviewed and a course
of Action is decided. Focus is amplified through GREAT
MEETINGS† and aligned across the business through
STRUCTURED REVIEW†.
Action Action is where theoretical possibilities are transformed into
tangible progress; where decisions are transformed into results.
Why Use IFA?
IFA is simple enough to be understood by all employees and broad
enough to serve as a framework for forwarding the goals of the busi-
ness. By establishing behaviors that optimize the inputs (Information,
Focus, and Action), the outputs (Results) will take care of themselves:
■■ Generate accurate and relevant data that is understood by all
stakeholders (Information)
■■ Establish standardized processes aligned across the business for
making high-quality, timely, and effective decisions (Focus)
■■ Apply decisions quickly and consistently to create tangible prog-
ress (Action)
IFA Balance
Like a chain, IFA is only as strong as its weakest link. All three factors
(Information, Focus, and Action) must be present and in balance to
achieve optimal results. In fact, IFA can be expressed as an equation
(much like OEE†):
I x F x A = R
IFA can be expressed as an equation, which recognizes that all three factors
must be present and in balance to achieve optimal results. If any factor is
missing or suboptimal it is very difficult to achieve good results.
LEVEL: FOUNDATION
DIFFICULTY: EASY
A Simple IFA Example
Imagine you are a pilot and it’s your job to safely fly passengers from
Chicago to London. In each of the following three scenarios there is an
IFA problem that will prevent you from meeting your objective:
■■ The gauges are inaccurate or broken (Information problem)
■■ The gauges are accurate but you don’t use them (Focus problem)
■■ The gauges are accurate and you look at them; but you don’t make
any adjustments to the flight controls (Action problem)
In other words, all three factors (Information, Focus, and Action) are
necessary in order to achieve a good result.
Results Versus Objectives
It is interesting to think about the difference between results and
objectives from the perspective of IFA.
In the IFA model, results take care of themselves. Instead of obsess-
ing about outputs (Results), the emphasis is on the inputs (Informa-
tion, Focus and Action) that lead to great results.
On the other hand, objectives are forward-looking and as such inform
IFA. Specifically, given a set of objectives, work backwards to deter-
mine an optimal set of Information, Focus, and Actions. Applying IFA
will reinforce the behaviors necessary to deliver the desired objectives.
BENEFITS
In the short term, IFA is a simple framework for training employees to
improve results by leveraging Information, Focus, and Actions.
In the long term, IFA helps to achieve optimal results by ensuring all
three factors (Information x Focus x Action) are present and balanced.
ROLES
IFA involves the following roles:
Role Description
Manager • Uses rolled-up information at a site/department level.
• Plans with a scope of months to years.
• Most actions are to improve.
Supervisor • Uses summarized information at a shift/line level.
• Plans with a scope of days to weeks.
• Most actions are to sustain or improve.
Operator • Uses detailed and granular information at a local level.
• Plans with a scope of hours to days.
• Most actions are to stabilize, prepare, or fix.
Note: IFA was developed through pioneering work by OptimumFX, who are
UK-based thought leaders and experts on manufacturing improvement.
Have questions? Call Vorne at  +1.630.875.3600
KEY INSIGHTS
Annual Vision

STRATEGIC
Apply IFA Across Your Business
Every level of your business can benefit from IFA (i.e., using high-qual- Monthly Review
ity information to drive effective actions). The scope and nature of
Weekly Improvement Meeting

TACTICAL
each factor changes as it is applied to different levels, as shown below.
Daily Production Meeting
Level Information Focus Action
Shift Handover

OPERATIONAL
Strategic Broad and varied Periodic reviews Longer-term actions
information, carefully that assess trends that reinforce
formatted to save and develop new vision, manage 4 Hr Short Interval Control
time. Often trended large-scale initia- change, and dra-
and aggregated. tives. matically improve Regular Operator Checks
the business.
Tactical Mixed information
that crosses levels
Regular reviews
that audit and
Medium-term
actions that address I F A
and provides early improve existing escalated issues
warnings of poten- processes. and generate proac- Regularly scheduled meetings are the perfect place to consistently apply Focus
tial problems. tive improvements.
across your business. Standardize them through STRUCTURED REVIEW†.
Operational Granular real-time Frequent reviews Shorter-term
information that to identify incre- actions to fix Tips on Action
encourages proac- mental course problems, prepare
tive responses to change adjust- for challenges and Use the Best Tool for the Job
changing conditions. ments. “win the day”. There are many manufacturing improvement tools available through
Lean Manufacturing, Theory of Constraints, Six Sigma, etc. Pick the
tool that’s most appropriate based on the available Information.
Evaluate Your IFA Balance
As described earlier, optimal results come from balancing Information, Get it Done
Focus, and Action. For a quick health-check on the effectiveness of Once an action has been identified, complete it fully or escalate it to a
your IFA practices, apply the following OEE-based IFA audits: higher level. Prefer small and frequent actions in the spirit of AGILE†.
■■ IFA Audit: OEE Information
■■ IFA Audit: OEE Focus LEVEL AND DIFFICULTY
■■ IFA Audit: OEE Action
The Level is Foundation. IFA can dramatically improve results by
focusing on the factors that truly influence those results.
Tips on Information The Difficulty is Easy. The concepts of IFA are straightforward and
Prefer Quality Over Quantity easy to explain at any level of the business.
It’s relatively easy to capture information, but much harder to ensure
that captured information is accurate and actionable. As a result, RATE YOURSELF
many companies capture reams of information, much of which is not
How good is your site at IFA? Answer ten simple questions to see how
used or useful. Instead, measure only what you need to make effective
close you are to a model implementation.
decisions now. Audit and improve accuracy. Eliminate everything else.

Get it Right at the Source Question ✔

The majority of manufacturing information comes directly from the
factory floor. Put processes in place to ensure that data is accurately
collected and automate data capture wherever possible.
Tips on Focus
Run Great Meetings
The key to effective focus is GREAT MEETINGS†. Great meetings are
standardized, positive, energetic, action-oriented, idea-focused, and
forward-focused. Define what great meetings look like for your organi-
zation, then train and coach teams to sustain this standard.
Align Across Levels
There is an art to performing actions in a congruent way across a busi-
ness. A highly effective tool for this is STRUCTURED REVIEW†, which
aligns meetings across a business in a way that coordinates actions
and sets clear scope boundaries (avoiding duplication of work).
1. Are all employees trained on IFA?
2. Is Information accurate, relevant, and easy-to-understand?
3. Is Information consistently utilized by all employees?
4. Is quality of Information preferred over quantity of Information?
5. Are Focused meetings used to transform Information into Actions?
6. Are Actions assigned to individuals and verified for completion?
7. Are Information, Focus, and Action well-balanced?
8. Has the weakest link in the IFA chain been identified?
9. Are inputs (IFA) emphasized over outputs (Results)?
10. Are objectives tied back to Information, Focus, and Actions?
†
This topic is also available as part of the XL Improvement Framework.
© 2014 Vorne Industries, Inc. All rights reserved.

ITASCA, IL USA | +1.630.875.3600 www.vorne.com  | www.leanproduction.com |  www.oee.com | www.perfectproduction.com

 IFA AUDIT: OEE INFORMATION
INFORMATION: Information is the foundation and starting point of IFA. Excellent information is a precondition for effective decision-making.
Mark each of the following ten (10) characteristics that you practice consistently with a “Yes”.

Characteristic Description Y/N

Constraint is Information is captured for the constraint (bottleneck) of the process. Focusing improvement efforts on the
Monitored constraint ensures optimal use of resources and is the fastest route to improved productivity.

Ideal Cycle Times Accurate (verified) Ideal Cycle Times are available for all parts and represent the maximum theoretical
are Accurate speed of the process (NOT ‘budget’ or ‘standard’ speeds that are slower than the maximum).

Reasons are Reasons are captured for all planned and unplanned stops. Reasons are simple (no more than 20 or 30),
Captured accurate (automated capture of duration), and insightful (periodically reviewed for relevance).

Six Big Losses are The Six Big Losses (Setups, Breakdowns, Slow Cycles, Small Stops, Startup Rejects, and Production Rejects)
Tracked are all tracked for a comprehensive understanding of lost productivity.

Top Losses are Top Loss reports are available for arbitrary time periods, shifts, and parts. Top Loss reports are an import-
Reported ant way to identify the smallest set of improvement actions that will yield the biggest results.

SMART Goals are SMART (Specific, Measurable, Achievable, Realistic, and Time-Specific) goals are communicated to the
Communicated plant-floor (e.g., targets for OEE, Down Time, Changeover Time, Cycle Time, and/or Good Pieces).

Information is Information is real-time, enabling proactive responses by employees. In other words, employees have the
Real-Time information they need when they need it to “win their shift”.

Information is Information (e.g., piece counts, production times, and stop reasons) is periodically audited to verify that it
Accurate is accurate (and relevant).

Standards are Standards for OEE calculations are documented and applied to ensure consistency. For example, there is a stan-
Documented dard for whether changeovers, planned maintenance and/or breaks are included in planned production time.

Training is For- There is a formal training program to ensure that all employees understand OEE and the associated losses.
malized Operators and supervisors can explain how they can affect and improve the metrics used in their area.

Total up your “Yes” answers and enter your score. Then brainstorm and write down ideas for improvement. Score

Like a chain, IFA is only as strong as its weakest link. All three factors (Information,
I x F x A = R Focus, and Action) must be present and in balance to achieve optimal Results. Score all
three IFA factors to see which part of your process most needs improvement.

© 2013 Vorne Industries, Inc. All rights reserved.

Have questions? Call Vorne at  +1.630.875.3600

 INFORMATION
IFA AUDIT: OEE FOCUS
FOCUS: Focus is the pivot point between Information and Action. It is the moment in time when Information is reviewed and a course of Action
is decided (typically through review meetings). Mark each of the following ten (10) characteristics that you practice consistently with a “Yes”.

Characteristic Description Y/N

Improvement is A specific framework for OEE improvement is systematically applied (as opposed to a more haphazard, hit-or-
Systematic miss approach). This framework may be simple (e.g., Top Losses) or sophisticated (e.g., Lean Manufacturing).

Primary Focus is The primary focus in meetings is reducing loss: OEE Losses (Availability Loss, Performance Loss, Quality Loss)
Loss or Six Big Losses (Setups, Breakdowns, Slow Cycles, Small Stops, Startup Rejects, Production Rejects).

Information Decisions on how to move forward are firmly grounded in information (fact-based; not personality-based or
Drives Decisions opinion-based). Losses are discussed in concrete terms (e.g., reasons, occurrences and durations).

Decisions Drive Actions to improve OEE (reduce loss) are identified, agreed upon, and documented. Actions that can be
Actions completed before the next meeting interval are preferred (in the spirit of Agile).

Meetings are Meetings are time-boxed and have well-defined objectives. It is clear to everyone when objectives have been
Structured met. Tangents are quickly identified and put to the side.

Meetings are Pro- Meetings are positive, proactive, and professional. Participants are energized and prepared (e.g., they
ductive thoroughly understand OEE losses for their area of responsibility as well as the status of previous Actions).

Focus is Opera- Focus is applied at an operational level. Information is reviewed within shifts (Short Interval Control) and
tional across shifts (Shift Handover) for ongoing course corrections and small-scale fixes during the next interval.

Focus is applied at a tactical level. Supervisors set daily and weekly improvement targets (e.g., changeovers,
Focus is Tactical
down time, maintenance). Strategy is communicated down and intractable problems are escalated up.

Focus is applied at a strategic level. Top-level managers set stretch goals for OEE improvement and period-
Focus is Strategic
ically meet to monitor progress, assess trends, recalibrate initiatives and reinforce vision.

There is strong alignment, coordination, and communication of OEE improvement initiatives across all
Focus is Aligned
levels (Operational, Tactical, and Strategic). All employees share a common understanding and mission.

Total up your “Yes” answers and enter your score. Then brainstorm and write down ideas for improvement. Score

Like a chain, IFA is only as strong as its weakest link. All three factors (Information,
I x F x A = R Focus, and Action) must be present and in balance to achieve optimal Results. Score all
three IFA factors to see which part of your process most needs improvement.

© 2013 Vorne Industries, Inc. All rights reserved.

Have questions? Call Vorne at  +1.630.875.3600

 INFORMATION
IFA AUDIT: OEE ACTION
ACTION: Action is where theoretical possibilities are transformed into tangible progress; where decisions are transformed into results.
Mark each of the following ten (10) characteristics that you practice consistently with a “Yes”.

Characteristic Description Y/N

Actions are Actions consist of very specific deliverables with a clear path to implementation. It is also clear to stake-
Specific holders how a successful implementation will improve manufacturing productivity (improve OEE).

Actions are Actions are assigned to individuals to ensure accountability. There is follow-up to verify that Actions are
Accountable completed as expected.

Actions are Actions have specific due dates, which are preferably within the next review interval. Complex or long-term
Timely Actions are broken into individually deliverable pieces that can each be delivered quickly.

Actions are Completed actions are evaluated for effectiveness (i.e., the amount they improve OEE or reduce a specific
Effective type of loss is tracked and captured).

There is a clear sense of urgency amongst employees for implementing Actions and driving improvement. At
Urgency is Clear
the same time the sense of urgency is constructive and positive. Employees are energized and want to help.

100-Year Fixes Actions include both short-term fixes (temporary fixes to stabilize a problem) and long-term fixes (permanent
are Preferred fixes to eliminate a problem). Long-term (100-year) fixes are preferred – but there is balance between the two.

Successful Actions Successful Actions are documented as best practices where appropriate and teams are cross-trained to
are Spread ensure that maximum benefit is obtained. Standard work and asset care systems are updated as needed.

Incomplete Actions Actions that are blocked from completion but are still considered viable are escalated for further review.
are Escalated Operators escalate to Supervisors. Supervisors escalate to Managers.

Appropriate Tools The most effective and relevant tools are selected from the wider world of manufacturing improvement
are Applied (e.g., tools from Lean Manufacturing, Theory of Constraints, and Six Sigma are applied as appropriate).

Progress is Cele- Effective Actions drive improved Results. Improved Results are celebrated with employees to reinforce
brated current success and motivate future success.

Total up your “Yes” answers and enter your score. Then brainstorm and write down ideas for improvement. Score

Like a chain, IFA is only as strong as its weakest link. All three factors (Information,
I x F x A = R Focus, and Action) must be present and in balance to achieve optimal Results. Score all
three IFA factors to see which part of your process most needs improvement.

© 2013 Vorne Industries, Inc. All rights reserved.

Have questions? Call Vorne at  +1.630.875.3600