Professional Documents
Culture Documents
A3 Reports
A3 Reports
of a report
A3
What is an A3 Report
Data being:
•Aim
•Objectives
•Methodology
•Result
•Post result analysis
•Learning points
Why A3 Report
•What
•when
Summary 20%
•where
•why
•who
•how Detail
5 w’s 1 h
80%
Proposal
Make it Easy to Read!
Summary
If it’s difficult to read I’m not going to
Summary
read it and you will not get
Summary what you want!
Detail
5 w’s 1 h
Proposal
Show the Status if Report on Progress
Proposal
A3 Reports - Example
A3 Report
Title: Area or fault that A3 report is being implemented for. REPORT NUMBER: A number must be assigned to report
for tracaebility purposes.
AIM: Simple & Concise statement reflecting targets or problem RESULT: Results obtained from pursuing described
description. methodology, in satisfying aims and objectives.
POST RESULT ANALYSIS: Suggested changes in LEARNING POINTS: Conclusion to an A3 Report. Was
methodology, in order to improve results obtained. aims and objectives satisfied? Any unexpected findings observed?
How?
Decide and construct your
story
Must satisfy your reader’s
needs
Provide information to
Support your story
PROPOSAL, Cont’d
THEME
INTRODUCTION
PLAN
PROPOSAL ______________________________________________________________________
_________
______________________________________________________________________
_________
UNRESOLVED ISSUES
A3 Reports - Example
PROBLEM SOLVING REPORT STORY TO:
(replace this heading with your title)
DATE: FROM:
THEME
COUNTERMEASURES
PROBLEM SITUATION
IMPLEMENTATION
_______________________________________________________________________
TARGET/ GOAL
________
_______________________________________________________________________
________
_______________________________________________________________________
________
CAUSE ANALYSIS
FOLLOW-UP
A3 Reports - Example
STATUS REPORT STORY
(replace this heading with your title) TO:
DATE: FROM:
THEME
OBJECTIVES
IMPLEMENTATION
A3 Reports - Example
INTRODUCTION TO:
Name:
DATE: FROM:
Plant:
PURPOSE OF VISIT
PLANT LEARNINGS
IMPLEMENTATION PLAN
WHAT WHO WHEN
11
A3 Reports - When to Use Them
12
A3 reports - Why?
BECAUSE AN A-3 REPORT encourages….
•Logical Thinking – What/How to accomplish
•Decision-Making – All facts on one page
•Provides Standardised Method of Communication – is easy for to
recognize and read
•Forces Addressing of All Issues – any steps/facts left out?
•Focuses Problem–Solving Activities – 5 Whys
•Eliminates Waste – New methods help you think about waste
and how it can be eliminated
•Forces You to Ask:
Why do this? Does it make sense?
Will it improve the current process? Will it solve a
problem?
A3 ReportsA3 Reports - Why?
- Why
REDUCTION IN
VARIATION
-Standardised Format
QUICK SET-
UP
-Standardised Format
Module:
TU
Definition:
Helicopter view:
3. Proposal
Step by step
Highlight on
Simulations
route map
Experts to
examples
route map
summary
Standard
exercises
Glossary
Detailed
Training
Memory
courses
Worked
joggers
contact
studies
formas
guides
Exec.
Case
Elements
Detailed view:
5. Reference documents:
Case Study
Case Study
Quick Changeover (QCO)
Purpose
Bring a batch production process as close as possible to a flow production process! Increase the flexibility of the process!
Explanation/ How to proceed
6 Draw current state
1 What is QCO? 5 Implementation Steps c/o process steps
Purpose: Display the actual situation in a standar- recorded
1. Select a production team and train the people in
A standardised method for a production work group to analyse and dised way to to get a common understanding
the new methods and their roles and resposibilities.
significantly reduce set-up time. of the problems or potential improvements.
2. Select the target area
• Select the target area
Change over time is the time between the last good part of one 3. Document the current c/o Method ( Video,
• Display the activities
production run to the first good part of the Next Production run. Spaghetti – Chart, Step Chart, Standardised Work
• Standardise the steps and the work content
Sheet )
An important influence on the QCO activities has the required 4. Develop the Future State.
process capacity to satisfy the customer demand in planned 5. Implement the Suggestions ( Activity Plan, Standard Work Sheet (SWS)
production time (Customer Takt ) Standardise the new situation, train the people ) Standard Work Sheet (SWS)
Leadtime / lot / part No. 6. Monitor the success
Create
Create aa SWS
SWS for
for
7. Identify long term equipment modifications
the
the current
current state
state to
to
100 parts A c/o 100 parts B c/o
show
show workplace and
workplace and
4 Quick Change Over Method and
and c/o
c/o process.
process.
QCO activities
8 Standardise & Document
Draw current state
50 parts A Qc/o 50 parts B Qc/o 50 parts A Qc/o 50 parts B Qc/o 7 Validate Procedure/Verify Results c/o Matrix:
• Show the waste (walking,
Result 6 Implement the Plan
1. To decide the target (i.e. Look at the red
(difficult) c/o first) transport, tooling storage
Same volume produced etc.)
5 Streamline Internal/External Activities 2. Useful aid for production control in
Leadtime/product cut in half. Products can be pulled by next process deciding the production sequence for
much earlier 4 Locate Parallel Activities
different products
3 Shift Internal Activities to External 7 Draw future state
2 Objectives
2 Separate Internal and External Activities
Bring a batch production process as close possible to Design future c/o process :
a flow production process 1 Document Current Changeover Elements
Traditionally Future CHANGE OVER TIME
1 Document Current C/O Elements
Big lot sizes, avoid c/o Small lot sizes, frequent c/o
RU RU Draw future state
C/o not done by operator but C/o done by operator NA All Changeover Elements NB
by maintenance people • Waste removed (less
Standards for all c/o processes
No c/o planning 8 Considerations for future equipment planning 2 Separate Internal / External Activities 50% Reduction walking, transport, tooling
Produce product on demand prepared in advance etc.)
High inventory/long lead Lower manufacturing costs RU RU EXT
During the planning phase for new equipment provide NA Internal NB .
times
for quick and simple c/o.
3 Opportunities for improvement Use o-point systems (Nullpunkt-Systeme)
3 Shift Internal Activities to External Additional 25% Reduction
Use common fixtures 4 Locate Parallel Activities
80% Workplace RU
Organization & Avoid threads in favor of quick release mechanisms NA Internal RUN B EXT.
10% Equipment Record new c/o
Management times to
C/o Time
5 Streamline Internal/External Activities Additional 15% Reduction visualise and
sustain
RU RU improvements
NA NB EXT.
Internal
6 Implement the Plan
Current Test
7 Validate Procedure/Verify Results8 Document New Procedure on a SWS State Date
5% Tooling
5% Product Design