Professional Documents
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A3 Thinking
A3 Thinking
A3 thinking 1s a structured
WHAT approach for problem solving &
continuous improvement.
11 in - 27.94 cm
The name A3 is
derived from the
- 00
""".
E
V
No special software is needed
to use the A3 approach. You
international A3 M
'Sf
just need an A3 sheet, a
paper size. I
C
pencil and an eraser as you
r--- will need to erase and rewrite
~
several t imes.
•
A3 SEVEN STAGES MODEL A3 FOUR STAGES MODEL
The exact number of stages is not what matters but rather having a
structured approach for problem-solving.
T
Detailed docume·nts are usually attached to the A3 report, so you don't get
overwhelmed with the detai ls when viewing the A3 report
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AFFINITY DIAGRAM
A grouping method for classifying
WHAT items together into meaningfu l
categories.
-ntr - '
During brainstorming and
problem-solving sessions ) WHEN
touse ?
To organize the voice of the
customer and research data
/ •
1
With your team,
2
Give your team
3 4
Collect the sticky Lead the
present the topic sticky-notes then notes and stick participants to
or define the ask them to write them randomly group the ideas
problem clearly. one idea per on the wall. and label the
sticky-note. categories.
E]
Paradigms Change
resistance
A vis ion to
change Se·nseof
urgency
Convey
change
vis ion
Encourage
personal
devel op
A b laming
cu lture
ILead~~ip I A change
Training at
a ll levels
agent
Som e
It may take A change
will never Quick Empower
long to ptan
change wins
change ·ment
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BOX PLOT
A graphical representation for the
WHAT frequency of numeric data values.
WHEN WHERE
To explore, present Widely used in process
and compare multiple improvement, scientific
data sets in an easy research, economics,
and understandable and in social and
manner. human sciences.
-----------------~--------------------------
... Basic Structure . ..
A box plot i s made up of a box and two whiskers
* Outlier
Whisker
Upper quartile
Box ----..
•
Median
Lower quartile
Mean
Minimum value
A
B
'A' appears to have higher median and highe r
variability than 'B'.
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FISHBONE DIAGRAM
A tool t hat allows to establish and
WHAT present t he cause-and-effect in an
easy and understandable format.
Capture,categorize
and organize
people's knowledge
& In product and
process design to
prevent future
of a process. problems and risks.
WHEN
How? Three Main Steps
•
0 Clearlydefinethe
effect which may
be desirable or
undesirable.
• Brainstorm and
log all possible
causes under the
proper categories.
r-- -
•
1_______ Cause Category
~asic Structur~
Combining the
fishbone with the Subcause ~ - - ----'~~ - -
Effect
5 whys allows to
identify the hierarchy Potential _ _ _ _ _,._---'~-,,
of causes including cause ~ - ---'-- -
possible root causes.
✓Example
Using water
from the tap
Beans roasted
some time ago
Coffee not
tasting
Long
Cleaning SOP ""
roasting
good
not followed ~
period
Unclean coffeemaker ,,__ _ __ .l!f!.__
Over roasting
Machine
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5S
A Japanese approach for organizing
·WHAT and maintaining a disciplined and
productive workplace.
Considered a prerequisite for driving other LEAN techniques such as TPM, Flow and Ka izen
SORT
Going through all the
•
items in the workplace
and keeping only what
is needed.
• The
SET IN ORDER
practice of
SHINE
Aims of creating clea n
• ~- arranging the remaining
ite ms (where, how, and
how much).
SUSTAIN •
a. the consistency of
implementing the first
three 5S practices.
Aims of ensuring all
know the benefits and
be involved in the 5S
program.
@
- WHY?
Minimizes errors and mistal<es.
I \ Enhances safety and efficiency.
·-· . . .. ' " '
Promotes workplace ownershi1t?Dfi.m.9Jiy.9Ji9P:J
BEFORE AFTER
e Share and publishthe results.
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SWhys
One of t he common techniques
WHAT for problem - solving and root
cause analysis.
WHY
1 2 3 4 5
With your team, Ask "Why does Ask Why again Keep asking Discuss and
write a clear this happen?". for the resulted Why until the agree on the
and specific Write the answer and team identify actions that
problem answer below write the the root cause will solve the
statement. the problem. answer below. of the problem. problem.
EXAMPLE
I
PROBLEM I have just got caught speeding by a speed camera
Assumed
WHY? I drove fast because I was late for work . . cause
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FLOWCHARTING
A graphical tool that illustrates the
WHAT flow of a business process and the
relationships between its activities.
□Activity
0 0
Decision Start/ end
,
Flow line
TYPES
Swimlane Flowchart Opportunity Flowchart
Displays the activities to Provides a way to analyze
accomplish a process that is and study processes by
cross-functional (focuses on highlighting the steps that
what& who). add no value.
'
VA i' ) NVA
◊
VexAMPLE
Make Package
NO
Scrap
r
Rework
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FORCE FIELD ANALYSIS
A decision making technique
WHAT used to analyze the pros and
cons of any decision.
WHEN DECISION
Used when PROS
decision making Helping forces
CONS
isn't going wel-1 are listed on Hindering forces
the left side
are listed on the
right side
WHY
By analyzing both the helping and the
hindering forces, decision makers and change
agent s can make more intelligent business
decisions .
•
Write the decision in a box
0
-
at the top middle of a paper
List all helping & hindering forces A
A -
(left & right side respectively)
Allocate a numerical score to each
V
V
-
force indicating its significance
Add up the scores of both lists to
find out the overall winning force 0 HOW
I
E Implementin g a conte nt
X management solution
A
4. 3
M Helps in ach ieving change - Ill Likely to faceresistance
p
3 4
L Promotes docu ment sharing
~
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FOUR FIELD MATRIX
A two-dimensional chart that consists
WHAT of four equal -sized quadrants.
Strengths Weaknesses
WHERE
SWOT Matrix
To evaluate the
strategic position
of an organization
Opportunities Threats
+
, - - -- -- - ,
Do First
...-----
Urgency -
Do Soon
Importance Urgency Matrix ;
To prioritizework& personal ~ !=====~= = = = = =
activities based on the Eisenhower g_
method ~
Push Back Avoid
- Interest +
Understand Engage Power Interest Matrix
+ To classiifystakeholders according
~
0
l=========i ~!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!~ to the power they hold and how
c..
' li kely they are to be interested in
Monitor Consider a project
· Effort +
. -- - ---,
Quick Wins Major Projects
Project Prioritization Matrix +
To select the projects that w ill have i:::
~\:=====-=P=====~
the greatest impact with the least g
amount of money, time or effort
Postpone Don't Do
C
J0
Short Time-Span Long Time-Span
C
~
JUST-DO PMP
~
~
,.,• Project Methodology Matrix
C
To select the methodology for
J0
~
C problem solving and process
C
::,
~
improvement
~ KAIZEN SIXSIGMA
u•
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GAP ANALYSIS
Gap analysis compa res two different
WHAT states of something, t he cu rrent state
and the desired state.
WHEN?
► To identify the areas
where a business is
• ►
To address the
unsatisfactory
► When comparing an
existing process to a
performing below performance of a process that is
standards. process. performed elsewhere.
Current Target
Condition Condition
1111 Ill
What is currently GAP What should be
happening happening
ll rr1 111r ll n1rnr I rll fl IT I rn1 I ITI 111111I IT Tl 11 f11TI]'' ' 'f' rn rnr11111 n 11 11 rn]
HOW
1 2 3 4 5
Select a specific Understand Identify the gap Agree on the
Identify the
problem area the current desired state.
between the two steps to take to
state. states. close the gap.
THE PROBLEM
- - CURRENT STATE DESIRED STATE• THE GAP
-
Actions
The last audit External audit Exte rnal audit More than 1. Maintain all
results were score is below score should 30%. records
negative in standards be above 90%. 2. Comply with
three areas. (<60%). legal needs.
'
EXAMPLE
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HISTOGRAM
A graphical representation for the
WHAT frequency of continuous data
values.
WHY ?
► Identify whether you
•
► ► Verify visually if an
Identify whether
can apply certain variability is within improvement has been
statistical tests for specification limits and achieved after a process
further analysis. the process is capable. improvement initiative.
A way to shape sample data to make predictions and draw conclusions about an entire population
Basic Structure
>.
u
C
a.,
::J
*
Center
0-
~
u..
Outliers The bars should be
Spread adjacent with no
gaps between them.
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How-How Diagram
-----
A simple method that 1s used to
WHAT generate multiple ideas to solve a
particular problem.
WHY
Provides an effective structure for
organizing possible idleas and
solution options all in one place.
HOW
The how-how
Ill
diagram can be
represented in a ►
Ill Ill
tree format
PROBLEM Ill
(Mult iple answers Ill Ill
can be g iven to
one question Ill Ill
Ill
Ill
1 2 3 4
Clearly state the Ask 'how can Keep asking 'how' Prioritize & identify
problem to be this problem be until the ideas are the key ideas to be
solved. solved?'. specific enough. implemented.
HOW?
Energy Reduction
~
Example Draw energy
HOW?
consumption map
~
Improve energy Daily monitoring
and reporting
High energy monijoring
consumption Weekly energy
meeting
Change oven
bumer type
Purchase best
quote
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IMPORTANCE URGENCY MATRIX
Eisenhower's Principle - Covey's Time Management Grid
Important Important
and but not
(.a'\
To prio ritize
urgent urgent ~ work activities
~
Not Nor
importan t important To prioritize
but urgent nor urgent personal activities
~
Avoid p rocrastination
Leave some time in and be p roactive Spend most of your
your schedule for time h ere
the un expected
activities
Learn to say NO
• I • you spend in
this quadrant
Professional rjllJ
~
EXA MPL ES (Y I Personal
Planning Exercise
Major deadlines Family calls
Prevention Family gathering
Customer calls A family breakfast
Coaching Daily planning
Customer emails The daily medicine
Networking Reading a book
1 2 3
Draw a four Sort you r activities Manage and focus what's
quadrant m at rix in t he appropriate on the first two quadrants,
HOW quadrant and pushback or drop
w hat's on the last two
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IMPROVEMENT ROADMAP
An approach that is used to guide
WHAT through the implementation of a long-
term improvement j ou rney.
Applications
To summarize a strategic plan in a
WHERE
•
comprehensive and integrated manner.
Current
Categories Millstones Metrics
conditions
Improvement
roadmaps shall
be simple to
create and
easy to
follow
.., ,, /
Improvement
categories
The di mensions
'
Current
conditions
Indicates the
Milestones and
targets
What you need
Performance
metrics
Allows to mo nitor
in which you starting point of to do in each performa nce and
want to set your the journey for improvement assess progress
improvement goals each category category and when against baseline
✓EXAMPLE
Where we Where we Where we
Improvement Where we are
want to be in want to be in want t o be in Metrics
categories now
6 months 12 months 18 months
-
Defect Breakdown
Spoilage rate
Spoilage awareness analysis Spoilage rate Spoilage
is too high
reduction program to system in less than 3% rate
(>8.0%)
all place
Internal audit Current audit Audit system I
results are practices covers all Audit score Audit
Internal audit
less than reviewed and functional above 90% score
60% improved areas
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KANO ANALYSIS
A method used to identify,
WHAT categorize and prioritize customer
needs.
WHY
Helps categorizing the different features of a
product or service
Kano Categories
1 2 3 4 5
Must be Performance Dellight Indifferent Reverse
features features (Satisfiers) features features features
·t
I
The basic features as
I The better the The presence of
determined by the performance, the more delighterswill lead to
customer. If they customers are satisfied. high satisfaction. They
are not present Companies often use are often unexpected,
or insufficient, these features to prioritize unspoken, and provided
customers will be their improvement to customers for
d issatisfied initiatives no extra money
Kano Diagram
Resu lts can be
SATISFIERS presented in a
Kano diagram,
which has two
axes: customer
MUST BE
satisfaction and
feature presence
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MIND MAPPING
Visually organ1z1ng ideas, thoughts
and information around a single
WHAT topic or problem.
WHERE
Workshops and
Individual effort
lectures
Main Main )
( point Topic point
HOW ~
Draw a circle in the middle of a
paper to represent the topic. .,- Sub
point
2
3
Draw lines out from the circle to
initiate the main points.
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Observation and Gemba Walks
WHY
Accelerates problem
solving
---
Types of Observation
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PAIRED COMPARISON
A technique for evaluating a smal l
WHAT range of options by comparing
them against each other.
WHEN
Professional ~ EXA M PL ES @Personal
1 2
• Identify the
alternatives to
Identify the
evaluation
List all alternatives on
the left hand column
HOW be evaluated criterion and on the top row of
the matrix (see below)
Rank
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Pareto Analysis
A principle that helps to focus on
WHAT the most important matters to
obtain the maximum benefits.
0
___ ,...
on the causes that contribu~e
most to a particu lar proble~
J WHEN
~-~
[] -
In project management
when prioritizing and
selecting projects.
WHY
~----------------------------------- ·------------------------------------'
''' Helps visualizing the Measure the impact
''' data to quickly of an improvement
'
know where to by comparing
, focus the efforts before and after
'
•------------------------------------
The Pareto principle states that 80% of the results come from 20% of the efforts
tJ
20% of twitter users are We may use 20% of our
responsible for 80% of household tools 80%
the tweets overall of the time
Cumulative n
C
80% 3
frequency curve C
VI OJ
(J) .-+
u 60% <"
ct)
C
(J) "O
:::::l ct)
O" 40% .....
(")
,._
(J) ct)
LL :::::l
.-+
OJ
20% (Q
ct)
-
VI
0%
E C A D B F
The bars are arranged in order of frequency from left to right so that the
'vital few' categories can be clearly addressed on the left
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PDCA Cycle
A four-step model t hat provides a
WHAT simple and struct ured way for
problem solving and continuous
improvement.
The POCA cycle is an easy to remember four logical sequenced steps ...
heck ct
Can be represented
in the form of a
diagram ... Implement : Identify
the best :' the problem/
Multiple iterations of the solution :' opportunity
PDCA cycle may be needed ------------------~------------------
to solve the problem Study the :' Test
permanently and reach the results and :' potential
ultimate future state. feedback : solutions
WHY ?
►
► Encourages the Helps closing the Increases process
methodical way of gap between knowledge from
problem solving. planning & doing. solving problems &
finding solutions.
'
:' Plan for the Example
Impleme nt the : new product
new design acting : development: A common example
on the collected : & production often used to ill ustrate
feedback. : process. the PDCA cycle is when
---------------------~---------------------- a team is initiating a new
Analyze the :' Create a prototype,
product development.
collected data :' test it and co llect
to measure : data from the
customer :' custo mer.
C satisfaction. :'
~
~%
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PEST ANALYSIS
A strategic and structured tool for
WHAT evaluating the external environment of
an organization.
During
st rategic
& In project management
to increase awareness
analysis of the opportunities
and market and threats a project
WHEN research may have.
•
Changes
in the
labor law
•
Inconsistent
tax
regulations
•
Current
recession
0
High level
of GOP per
capital Q Opportunity
•
Increase in
health
consciousness
0
Increase in
foreign
population
0
Lower cost of
communication
0
Online
banking
accessibility
• Risk
SOCIAL TECHNOLOGICAL
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PRIORITIZATION MATRIX
A decision -making tool t hat allows
WHAT to select t he most appropriate
alternat ive after evaluating mult iple
criteria.
Applications
Project selection
WHEN
~- ~
System and software selection
Personnel selection
--------- • ----------------------------------------------
----------• ----------------------------------------------
Criteria 1 2 3 1
Identify the
alternatives
1
2
3
2 3
Weight the
Identify the cri teria in
Weighted scores
evaluation terms of their
criteria importance
Rank (optional)
5 4
Calculate the final weighted Rank the alternatives
scores then rank the against each criteria
weighted scores from best to worst
'V'v
1 Consider Do First
w __
Later
2
Score
>-
Consider
►
+ Never Do Later
Alternatives + COST -
The outcome of the analysis can If you have only two evaluation
be presented using a bar chart criteria, you can present the
to see the scores more clearly alternatives in a four-field matrix
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PROCESS MAPPING
A graphical representation that
WHAT illustrates the flow of a business
process.
WHEN
Provides a mechanism for analyzing and
studying business processes.
WHY
Bringsclarityto complex processes
~ ~
i1ol
~ 40 ( 30 30
Process inputs are the variables, the factors, and the sources of
variation in the process. They are transformed by the process into
outputs. They are often classified into the following categories:
1 2 3 4
Noise factors Standard factors Design factors The 'never thought
(uncontrollable) (SOPs) (can be controlled) of before' factors
✓EXAMPLE
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PROCESSSEQUENEECHART~~
A symbolic representation that
WHAT illustrates the sequence of activities
within a process.
WHEN
WHY?
► Helps identifying ► Describes the process Helps tracking key
waste, long delays and accurately as it is metrics such as cycle
other non-value- typically drawn as the times, error rates, and
added activities. process is happening. distance travelled.
O D V
OPERATION INSPECTION STORAGE TRANSPORT DELAY
,
,----------------------------------------------------------------------------------------''
: The typical approach is to chart the present :
'
process on a chart, then the improvement
will be proposed on a second chart.
'
Time
MINS
15
Dist. .
MffiRS
X
..
■ .T Process description
Take samples
PROCESS
CHART
Presents the steps
4 90 X Tr.ansferto QC st ation
and the related
information in a form
21 X Inspect samples
of table. It allows
-
record ing further
15
I X · Ernter results in spreadshee
information about
I
--
each step such as
2 X Wait report to be printed
error rates, t ime and
distance.
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PROCESS YIELD MEASURES
Met rics which are used to measure
and understand the operat ional
WHAT process yield.
Enables operations to
understand their true process
yie ld in order to set realistic WHY
Benefits
improvement targets.
1
First Time Yield
2
Final Yield
3
Th roughput Yield
4
Rolled Th roughput
(FTY) (FY) (TPY) Yield (RTY)
Reworked units are often included in both m easu res (do not reflect· actual defect rates)
,\
First
Time Final
• • Yield Yield
=--L
Measured at Measu red at
any given - the end of
'
p rocess step
• •
Throughput
Rolled
Throughput
the p rocess
Yield Yield
I
,
Provide a better insight of defect and rework rates, and considered an accu rate
reflection of the p rocess performance
100 ~ ~ 89
Inputs V V Outputs
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PROJECT GHARIER
: A one-page document t hat summarizes
WHAT : t he fundament al informat ion of a
I project before it begins.
Q. Key Elements:
: I
' I
PROJECT TITLE iI
II
0 Business Case
Including problem and
goal statements
8 Project Team
A dedicated project
leader and tea m
I
I
I
I
II
I
members I
I
I
e
II
Project Scope
Defines what is involved
in the p roject and what
0 Voice of the
Customer
I
I
I
I
II
I
is not I
I
I
!
,
0 Project Metrics
Prima,y, financial, o r
both
0 Time Frame
The time requi red to
co mplete the project
i
I
!
.------ -- ------ -- ------ -- ------ -- ------ -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- __ J
I
Milestones Highlight important dates. I
I
I
--------------------------------------------------------------------------------1
! s· Signing on the cha rte r seNes as a formal app roval !
: ignatures of the p roject and empowe rs the p roject leader. i
'•- -- -- -- -- -- -- -- ---- -- -- -- -- ---- -- -- -- -- - - -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- --I
Project charters may include key stakeholders, risks and issues, project deliverables,
communication plan summary, and the required resources and f unding.
'\
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PROJECT CLOSURE
An important part of the overall
WHAT project life-cycle which provides a
formal way of closing projects.
WHY
Validates proj ect goals have been accomplished
Key Elements:
. ----------------------------------------------~-------·--------~-------~--------,
i PROJECT TITLE !
''' '
I'
i 1 Brief Description 2 Time Frame !
Includ ing the p roject Actual vs. est imated j
deliverables and results date of completion 1I
''
I
3 Benefits Obtained 4 Improvement in I
Hard savings as we ll as ''
performance I
soft savings
I
''
I
Best practices, 6 Ongoing work I
''
lessons learnt & and next steps I
shortcomings I
''
I
7 Controls in Audit checklists, visual contro ls, I
place to sustain stand ard work, SPC charts, ''
p reventive maintenance, etc. I
the benefits I
''
I
8 Signatures Sig natures from key stakeholders I
to confirm t he completion of the :
p roject. I
: ________________________________________________________________________________ :
Get the dig ital signatures of the key stakeholders or print out a co py of the project
closure and get their physical signatures.
PROJECT TITLE
SIGNATURES:
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PUGH MATRIX
A scoring method used to compare
and select the best solution from a
WHAT set of alternative proposa ls.
Alternatives are
compared against
: ,---
,-- ---- -- -
--
a standard
0
more objective
[ HOW ]
0 0
Select the Criteria W t. Standard 1 Identify the
baseline alternatives
solution
1
0
0 2 Indicate how
the baseline
Identify the 3 solution is
criteria to compared
be used for Score with each
comparing alternative:
Rank + (better)
• (worse)
O (same)
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RACI MATRIX
A tool that shows how stakeholders
WHAT are assigned to different project and
process activities.
Business
~ • Project Change
Process
XX Management
Management
Management
WHY?
•
Provides a clear view of Helps identifying who Reveals issues such as
what is expected from should be approached too many responsible
each stakeholder. at any given situation. persons.
From the •
organizational
chart
El l3 D
From the work
breakdown
B a ma
a ma
structure or •
process map
13 El B
For each activity, identify the Responsible,
HOW Accountable, Consu lted and Informed .
••••
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RAID LOG
A project management tool
WHAT used to store several project
information in one place.
__ __ __ __ A central repository for all _______ _
RISKS, ASSUMPTIONS, ISSUES and DEPENDENCIES
'
·---- -~ --- -~ --- -~ --- -~ --- -~ -- - -~ --- -~ --- -~ --- -~ --- -~ --- -
Drives to take the necessary actions to ensure successful
implementation of the project.
RISKS
Something that wil l have a ASSUMPTIONS
negative impact on the project
Those factors that are taken for
if it happens, and can lead to
granted but cannot be
quality, delay or cost problems.
guaranteed and may impact the
result of the project.
ISSUES
Incidents that cause the project DEPENDENCIES
to become out of alignment
Those activities that need to
(risks that have already
start or be completed in order
occurred).
for the project to proceed
successfully.
WHV7 __ ..__,_
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SCATTER DIAGRAM
A way of showing whether two
WHAT variables are correlated or related
to each other.
WHEN
When analyzing the correlation between pairs of variables
and before conducting advanced statistical techniq ues to
support or reject hypotheses about the data.
WHY
Enables to identify the most significant factors
affecting the process.
HOW
It considers the relationship
between an input & an
► The input variable is placed on the Y output variables.
horizontal axis while the output
variable is placed on the vertical axis. X
► You may also study the relationship
between two input variables (or two
--- x1
output variables). XX : X
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SIPOC ANALYSIS
A simple tool t hat provides a high-
WHAT level view of the important elements
of a business process.
WHY
Hel ps define the scope of work for
improvement project and initiatives.
1
List the key high- Identify the Identify customers
level steps outputs of the who will receive
HOW process the outputs
4
Identify the inputs
5
Identify the
6
Verify recorded
requi red for the suppliers of the information
process process inputs
✓EXAMPLE
SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS
Employees Idea description Submit and Implemented Departments
Implement an Improvement
Evaluation panel Estimated Idea Employees
benefits & costs Appreciation
letter or reward HRteam
Evaluation
criteria HRRecords
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STAKEHOLDER ANALYSIS
The process of identifying artQ_
WHAT analyzing the stakeho lders t hat are • -~
likely to affect or be affected by a ----
project or other organizational activity.
Applications
WHERE
Often used in project management, in confl ict resolution, and
in organizational transformat ion and change management.
l ow Monitor Consider
l ow INTEREST High
HOW
1
Brainstorm the
2 3 4 5
Sort them by Plot them on Identify gaps Create a plan
individuals and their powe r the power- between cu rrent to manage
groups who may and interest. interest m atrix. and desired ongoing
have a stake in involvement communication.
the p roject. levels.
Example
High Engage
WHY?
0:::
L.U
Adam CFO
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SWOT ANALVSIS
A simple and structured planning tool
WHAT for reviewing and assessing the
position and health of an organizatio n.
~
o9 II
Strengths Weaknesses Opportunities Threats
WHY
Helps understanding where an organization
currently stands within the industry and market
WHEN?
► Before developing
or updating
• ► Duringthe
prioritization
► Whenevaluating
multiple strategic
strategic plans. process of projects. alternatives.
Strengths Weaknesses
The positive characteristics The internal deficiencies
that put the business at a which may decrease the
competitive advantage overall performance
Opportunities Threats
The external factors and Unfavorable external factors
events that the business that may interrupt the business
could exploit to its advantage from achieving its goals
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TIME VALUE MAP
A graphical representation of the
WHAT value-added and non-value-added
time in a process .
. WHEN WHY
When analyzing Better understand how
waste and non-value- much time wasted in a
added activities in process to maximize value
business processes. delivered to the customer.
VA ENVA NVA
Each activity with in a
process can be classified
into one of 3 categories
Plot value-
HOW . . added activities
above the
timeline
Plot all process activities
as bars proportional to Plot non-value-
. . added activities
their time values along below the
a horizontal timeline. timeline
If)
If)
E E
::::i ::::i
.5: .5:
E E
0
0 ,-..
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TRAFFIC LIGHT ASSESSMENT
-•-
■
♦
An activity that is incomplete
_J
Partially completed or
completed after due date ~
Other Uses
1 2 3 4
Communicating Ma rking material Assessing the skill Assessing a
production info. & inventory levels levels of employees particular idea
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VALUE STREAM MAPPING
A lean management technique for
WHAT understanding and analyzing the
flow of a business process.
WHEN
To identify and elim inate waste to make the
process as close to lean as possible.
WHY
Helps to understand the flow of value
A•• ---+ 00 •
The type of symbols used depends on the industry and the type of work
. . . VSM Process . • •
Select t he
Value Stream
Draw Cu rrent
State Map
> Draw Future
State Map
> Develop and
Implement
Improvements
Prod uction
control
;""-~.:::::::::::::-::::::::~---
Daily schedule
""l
Material
handling
Processing
A
II Packaging
--
FIFO
Shipping
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Visual Management
A business management approach
WHAT- that communicates important
information in a visual and real-
time manner.
WHY?_ ~----
Improves workplace
• Improves compliance Increases the
communication and to health, safety and awareness of error
collaboration other requirements conditions and waste
~
INFORMATION
g
INSTRUCTION
®
STATUS
Visualsto show identity, Visuals to communicate Visualsto displaythe
directions, strategy, SOPs, work-related info., status of processes,
customer expectations and workplace projects, production,
and compliance organization & productivity and
requirements maintenance activities performance
Safety Visuals Work instructions Performance metrics
Signage Standard work Andon lights
Marking SS Kaizen progress
Posters TPM Best practices
1 Safety sign
2 Andon lights
3 Floor marking
4 Machine identity
5 Visual instructions
6 Gauge marking
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Why-Why Diagram
-~
A problem-solving tool that is used to
WHAT discover why a problem occurs when
there are mu ltiple factors to consider.
WHEN
To identify the potential To identify the potential
causes of a problem In causes that may lead to
order to solve it. future problems.
WHY
Provides useful information for
later problem - solving analyses.
HOW
WHY?A
rm
■
The why-why
diagram can be Ill
represented in a Ill
tree format or a Ill
fishbone format ► PROBLEM Ill
Ill Ill
Multiple causes
can be given to Ill Ill
one question
Ill
WHY?v
1 2 3 4 5
Clearly state Ask 'Why Write as Keep asking Why Plan for the
the problem the problem many causes until you identify corrective
to be solved occurs?' as possible the root causes actions
EXAMPLE
Y?
r
Poor sales
High price
High manufacturing
cost
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