Tools to solve:

Problem solving

“Continuously Solving Root Problems Drives Organizational Learning”

This material is licensed by Lean Management Institute (LMI) to PMIM and its affiliates to use for PMI internal
business purposes pursuant to the master agreement between LMI and PMIM dated 1 July 2010.
Use of these materials by PMI's consultants is restricted under the master agreement.
All PMI employees must return the materials to PMI if they cease employment with PMI.
Version 1.1
August 29, 2013 HIGHLY CONFIDENTIAL – For PMI internal use only
Content

• What is it?
• How is it used?
• Why is it used?
• What and how is it measured?
• Supporting materials
• Job instructions
• Examples from PMI

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 What is it?
Problem solving
• Problem Solving adalah cara terstruktur berpikir dan bertindak untuk menutup
kesenjangan antara tingkat kinerja saat ini dan tingkat kinerja yang diinginkan.

• Ketika memecahkan masalah, Anda menggunakan siklus Plan-Do-Check-Act, juga

dikenal sebagai Deming-lingkaran.

• Pendekatan lean untuk pemecahan masalah

dalam setiap fase, dengan melakukan gemba
(tempat yang sebenarnya di mana proces terjadi)
dan mengamati, menyelidiki, dan memeriksa
ide-ide kita dengan fakta-fakta yang dapat
diamati.

• Inilah yang dimaksud dengan 'Memahami Situasi'.

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What is it on a philosophical level?

• Problem solving plays a central role in the Toyota Production System:

Problem
Go and see for yourself to thoroughly Solving
understand the situation (genchi genbutsu) (CI & Learning)

Make decisions slowly by reaching

People & Partners
consensus, thoroughly considering all (Respect, Challenge
options; implement decisions rapidly & Grow Them
(nemawashi)

Become a learning organisation through Process

relentless reflection (hansei) and (Eliminate Waste)
continuous improvement (kaizen)

Philosophy
(Long-term Thinking)

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 What is it on a cultural level?

• Problem Solving adalah ketrampilan. Anda pasti bisa dan harus

mempraktekkannya. Toyota mengembangkan kemampuan pekerjanya sebelum
memproduksi mobil.
• Anda perlu mendorong orang untuk memunculkan masalah dan membantu
mereka memecahkan mereka.
• Adalah penting untuk menyadari bahwa ketika ada masalah, ada terlalu banyak
kelemahan/kekurangan di system yang perlu diperbaiki. Ingat 'Tidak ada
masalah adalah masalah! “
• Setiap orang seharusnya melakukan investigasi permasalahan dan melakukan
verifikasi data secara pribadi. Genchi Genbutsu.
• Masalah bisa diselesaikan di lokasi di mana mereka terjadi dengan orang-orang
yang terlibat. Bentuk team kerja yang mendukung pekerja garis depan.
• Belajar dari masalah ini sama pentingnya dengan pemecahan itu. Bekerja pada
masalah, meskipun belum ada pemecahan adalah penting juga.

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 Problem Solving and Continuous Innovation

• Sebagai contoh, di Toyota, masalah dipandang sebagai hal yang baik. Anda
harus berterima kasih kepada orang untuk membawa masalah untuk
perhatian Anda. Ini memberikan kesempatan untuk melakukan perbaikan.

• Contiuous Improvement adalah hati dari Toyota Production System.

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 What is it on a practical level?

• Problem Solving adalah seperangkat teknik untuk menganalisis.

• Problem Solving tergantung pada kemampuan untuk memahami akar-
penyebab masalah.
• Cobalah untuk menggunakan teknik termudah untuk menunjukkan sebab dan
akibat
100
Simple problem
solving
(0-2 hours)
Quick and easy
kaizen
50
(2-4 hours)
A3 Thinking/
Kaizen
Six Sigma
(0.5 – 5 days)
(3-12 months)
0
0 50 100 150 200

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What is it on a practical level?

• The Lean practical Problem-Solving process is depicted as a 7 step process:

1. Initial problem perception

2. Clarify the problem
3. Locate point of cause
4. Cause investigation
5. Counter-measure
6. Evaluate
7. Standardize

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How is it used?

1. Persepsi Masalah

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How is it used?

2. Memperjelas masalah
•Sebelum Anda mengidentifikasi akar penyebab, Anda harus benar-benar
memahami masalah, dan proses yang memiliki masalah. Ada beberapa
teknik yang dapat membantu untuk memahami situasi saat ini, masalah
yang ada dan hubungan antara keduanya:

Example:

Flow Diagram Value Stream Map Spider Diagram Performance Matrix

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How is it used?

3. Point of Penyebab
•Jika Anda mencapai kesepakatan tentang persepsi masalah, anda mencoba
untuk menemukan lokasi di mana masalah berasal. The Point of Cause (POC).
Ini akan membawa Anda dari titik hulu di mana Anda mengidentifikasi
masalah.
•Anda mengidentifikasi masalah dengan menggunakan Pareto, histogram atau
Spaghetti Chart
Example:

Pareto Analysis Histogram Spaghetti Chart

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How is it used?

4. Analisa Akar Masalah

•Biasanya masalah yang Anda amati disebabkan oleh sesuatu yang tidak
jelas. Anda perlu menggali lebih dalam dari penyebabnya masalah
tersebut, karena kita tidak ingin masalah muncul kembali. Penyebab
masalah disebut akar penyebab.
•Gunakan tehknik analisa termudah untuk mencari menyebab dan
mempunyai keterkaitan
Example:

5 x Why? analysis Pareto Analysis Ishikawa Diagram / 4M Analysis /

Cause & Effect Diagram

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How is it used?
Root Cause Analysis
4. 1 5 x Why? analysis
• Practical example, my car won’t start!

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 How is it used?
Root Cause Analysis
4. 2 Analisis Pareto
•Peringkat penyebab diidentifikasi dari tinggi ke rendah efeknya (frekuensi x dampak).
•Cara baca Pareto menyatakan bahwa 80% dari efeknya akan disebabkan oleh (paling)
20% penyebab.
contoh:

Soorten ontbrekende informatie in overdracht Sales naar AP (fictieve getallen)

20 100%

18 90%
16 80%
A a n ta l m a a l

14 70%

12 60%

10 50%
8 40%

6 30%
4 20%
2 10%

0 0%

Aantal Cummulatief 14
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How is it used?
Root Cause Analysis
4. 1 4M Analysis
• Bagaimana membuat Diagram 4 M
• Ketika membangun Diagram a 4M pastikan setiap orang dalam tim setuju pada kata-kata dari pernyataan masalah. Tambahkan informasi
sebanyak mungkin tentang "apa", "di mana", "kapan," dan "berapa banyak" masalah. Tanyakan, "Apa semua kemungkinan penyebab masalah?"

Area What to look for Questions to be asked

Man/Operator good work habits, Was the document properly interpreted? – Was the information properly circulated to all the functions? –
necessary skills, Was the proper training to perform the task administered to the person? – Did the environment influence
punctuality, and no the actions of the individual? – Are there distractions in the workplace? – Is fatigue a mitigating factor? - Is
unscheduled his work efficiency acceptable? - Is he responsible/accountable? - Is he qualified? - Is he experienced? –
absenteeism. How much experience does the individual have in performing this task?
Example:
Machines no breakdowns, Was the correct tool/tooling used? - Does it meet production requirements? - Does it meet process
defects, or capabilities? – Is the equipment affected by the environment? – Is the equipment being properly
unplanned maintained – Does the software or hardware need to be updated? – Was the machine properly
stoppages programmed? – Does the machine have an adequate guard? – Was the equipment used within its
capabilities and limitations? – Are all controls including emergency stop button clearly labeled and/or
color coded or size differentiated?
Material (Includes no defects or Is all needed information available and accurate? – Can information be verified or cross-checked? – Has
Raw Material, shortages any information changed recently / do we have a way of keeping the information up to date? – Was the
Consumables and material properly tested? – Was the material substituted? – Is the supplier’s process defined and
Information) controlled? - Was the raw material defective? - Was the raw material the wrong type for the job? – Was
the material contaminated? – Was the material handled properly (stored, dispensed, used & disposed)?
Method standardized Were the workers trained properly in the procedure? – Has a capability study ever been performed for
processes, this process? – Is the process under Statistical Process Control? – Are the work instructions clearly written
maintenance, and and complete? – Are mistake-proofing devices/techniques employed? - Is the work standard upgraded
management and to current revision? – Is the tooling adequately designed and controlled? – Is handling/packaging
adequately specified? – Was the process changed? – Was the design changed? – Was a process Failure
Modes Effects Analysis (FMEA) ever performed?
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How is it used?
5. Counter-measures
• Menggunakan data untuk membuat keputusan untuk mendapatkan hasil usulan
tindakan terbaik (bukan solusi)
• Pastikan mempunyai alternative lainnya dan pastikan bahwa setiap akar penyebab
diidentifikasi dan dilakukan tindakan pencegahan.
• Identifikasi prioritas/peringkat, dilakukan tindakan perbaikan ke akar penyebab
berdasarkan usaha yang akan diimplementasikan dan keefektivan untuk
menyelesaikan masalah. Tentukan permasalahan tersebut dalam bentuk diagram
dan keefektifannya
Example:
Future State VSM Experiments Effort-Effect diagram
Action Resp. Due Evaluation of effect

High
Fasten Bolts Tom 12-jan Checked out ok
Clean Filter Susan 19-jan No abnormalities Long term Immediate
Clean Motor Nick 26-jan No abnormalities actions action
Was leaking,

Effect
Exchange Valve Tom 4-feb replaces
Change cleaning Only if
agent Susan 11-feb Checked out ok No action capacity
is readily
Exchange coolantSusam 18-feb No abnormalities available

Low
High Low
Effort

HIGHLY CONFIDENTIAL – For PMI internal use only

16
How is it used?
6. Evaluate
• Pastikan tindakan pencegahan yang telah membawa Anda ke akar penyebab
masalah tersebut berlanjut setelah analisis. Hal ini membantu dalam system
online, memeriksa dampak real-timenya dari pengukuran Anda.
• Seringkali presentasi dalam grafik bisa lebih membantu, karena adanya
dampak visualisasi dari suatu tindakan, dalam hubungannya dengan
parameter yang sedang anda coba.

Example:

Time Chart

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How is it used?
7. Standardize
• Problem Solving adalah, per definisi, Plan-Do-Check-Act adalah jenis aktivitas. Anda jangan
berhenti mengimplementasikan sampai masalah teratasi.
• Tetapi jika masalah teratasi Anda perlu memastikan bahwa masalah tersebut tidak akan muncul
lagi, berdasarkan standarisasi solusi.
• Anda dapat standarisasi melalui prosedur dan instruksi, atau melalui solusi Poka Yoke.
• .

Example:

Standard Work Form Poka Yoke

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 What and how is it measured?

• Apa dan bagaimana hal itu dilakukan tergantung pada sifat dari masalah.

• Anda perlu untuk mengumpulkan satu set represenatative data. Jika data
yang tersedia, Anda bisa mengumpulkan contoh data secara tepat waktu
dan hemat biaya. Anda dapat membedakan Random Sampling, Sampling
sistematis, Stratified Sampling dan Cluster Sampling.

• Ada banyak variabel yang dapat diukur (waktu, suhu, kekuatan, (im)
kemurnian, kejadian, kesalahan, dll).

• Tanyakan ke orang dengan menggunakan survei.

• Temukan penyebab spesifik dengan menggunakan analisa dari kumpulan

data . Hati-hati untuk memasukkan semua kemungkinan penyebab.

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What and how is it measured?

• Dokumen kegiatan Problem Solving pada laporan A3 atau papan kinerja.

• Pastikan bahwa lini depan pekerja cukup didukung oleh eskalasi mekanisme
ketika masalah timbul.

Example:
Performance Board

A3 Problem Solving

Working Group

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Supporting Materials

• OPEN-material:
- OPEN book: A3
- OPEN book: Performance controlling
- OPEN book: Gemba walk

• Recommend books:
- The Toyota Way by Liker
- Understanding A3 Thinking by Sobek and Smalley
- Managing to Learn by John Shook
- Root Cause Analysis by Andersen and Fagerhaug

• Other resources
– Podcast: Problem Solving Is the Core of Successful Lean Transformations
– Internet: www.artoflean.com/

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Job instruction
How to do Problem solving

Important Steps Key Points Reasons

1 Engage the team 1. Who are the key players?
2. What is/are the key business
problem(s)?
2 What is the problem in relation to 1. Describe the process under normal
the process conditions
2. What is the deviation from the normal
process?
3. How does the problem compare to
other processes (benchmark)?
3 Locate Point of Cause 1. In which upstream process did the
problem come into existence?
2. Under what circumstances did the
problem come into existence?
4 Analyze 1. What is the root cause?
2. What are the 2nd and 3rd causes?
3. What is the Cause and Effect
relationship?
5 Develop counter-measures 1. Target counter-measures specifically
against root causes
2. Evaluate different possibilities by
developing a set of possible counter-
measures
1. Define and agree on the
problem
1. Understand the impact of the
problem on the business
1. Understand where the problem
is caused
1. Understand the root cause of
the problem
1. All root causes need to be
addressed
2. By evaluating different
alternatives, you avoid working
towards a suboptimal solution
because of one line of thinking

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Job instruction
How to do Problem solving
Important Steps Key Points
6 Experiment 1. Experiment to ensure the effect of the
counter-measure
2. Ensure a controlled environment to
verify the effect of each individual
counter-measure
7 Standardize 1. Incorporate counter-measure into
standard procedures
2. Prevent the problem from reappearing
8 Document and communicate 1. Document and communicate change in
change a standardized manner
2. Ensure that the Key points and lessons
learned are available to other (similar)
process steps
HIGHLY CONFIDENTIAL – For PMI internal use only
Reasons
1. Check if the counter-measure
actually solves the problem
2. Do not change everything at
once, because then you do not
know what actions lead to what
result
1. Ensure that all employees,
including new employees, will
work in compliance with the
counter-measure
2. Monitor the process
performance, to ensure that
the problem does not reappear
1. To prevent similar problems
occuring in other processes the
change and effect should be
documented and
communicated.
2. For later reference and periodic
review, the change should be
documented and archived
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Philip Morris Operations
Detailed example from Krakow
Examples from the affiliates

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HIGHLY CONFIDENTIAL – For PMI internal use only
Examples from PMI
Pareto of Tobacco Waste

Batangas’ Recycling 1200

100%

of Tobacco Waste 1000 80%

Quantity (Kg/Mo)
800
60%
573.43
600 519.43
40%
400
20%
200 93.64 79.29

0 0%
Cut Filler Lamina ET Stem

Diagnostic Sampoerna Print Shop improvement opportunities

1.  Develop visibility performance in shop floor
2.  Reduce change knife time in cutting machine

Impact
3.  Improve layout in Offset area 4 3

4.  Reduce change over time in printing machine 1 10

5.  Reduce cleaning time in printing machine during 3rd shift 5 14

6.  Develop job mapping for production support

7.  Improve capacity and balancing process in sort area
8.  Develop standard inventory in each machine by using pull 6 7 2 9 8

9.  Develop job mapping for operator 13

11 12
10.Reduce waste in offset area specific caused by bleeding
11.Develop micro map for every machine
12.Develop calibration system for sort activity
13.Develop feedback system for sort to printing
Effort
14.Increase printing capacity to compensate two die cuts 25
HIGHLY CONFIDENTIAL – For PMI internal use only
 Sponsor:
Owner: Christophe Blanc
Date: September 5, 2012
Identify and address improvement opportunities within the
PD Innovation Process to ensure that the requested products are in the market in time
Group
Picture
Version: 1.0
and in quality with optimal use of our resources.

1. BACKGROUND 4. ROOT CAUSES ANALYSIS

We are the number 1 international tobacco company. It is fundamental to master the

innovation process which will lead to an increase of complexity driven by the
3 4
consumer expectation. Responsiveness to the market will be one success element to
attract the adult consumers and to win the competition.
Our clear target is to ensure that all inefficiencies in the process are
defined and eliminated.
Our hypothesis is that an optimized communication flow incl.
Standardization, better clarified roles & responsibilities and
project scopes at the earliest stage will improve the overall alignment 5. COUNTERMEASURES
and the execution of this process. This will generate a higher satisfaction rate of the
key stakeholders in the process. Root Cause Countermeasures
2. CURRENT CONDITIONS
Our Vital FEW

4 1 Handling Ambiguity
H igh

is 3
1 2 2 Use
Immediate
PMI Tools
s
Long term

y
actions

al
action
effectively
E ffec t

A n Enhance Project
3 Management
Only if

O T No action capacity
is readily
6. PLAN
L ow

available

SW 4 Link
High Low
between
Effort
Prototyping &
Action, Target, Objective, KPI, Deviation to Target, Timing, Next Steps, Who, Team
Industrialization

3. GOALS AND TARGETS

1 Establish RACI for all process steps, standardize ways on project info sharing and
updating, define which tools would be used for communication and ensure full

leted
2 functionality in order to have standardized communication, develop matrix at
mp
3 which
be co
step of the project which info is to be shared to whom and to which
extent where  project leader ensures that the team is clear on project
4 milestones and deliverables and project activities are synchronized with all
To
involved
4. ROOT CAUSES ANALYSIS
7. FOLLOW UP ACTIONS

Ensure Plan Do Check Adjust cycle

1 2 Follow up on action list monthly
to clarify actual status.
Define SMART goals / targets
Inform & integrate the teams in
the CI process Define how to measure success
HIGHLY CONFIDENTIAL – For PMI internal use only
Examples from PMI

OPEN Diagnostic Week

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HIGHLY CONFIDENTIAL – For PMI internal use only
Examples from PMI
Material
Rejected NTMs in the
Frequent use of out of
spec materials
Material changes are
not evaluated
Blanks from different suppliers
behaving different
Lack of consistency on
materials quality being
delivered to the factory
Involvement of suppliers in the
analysis and solutions
Change of material suppliers without previous
evaluation affecting machine perfo
No RACI methodology applied in
projects and problem solving
Scaling method not working
(ANDON)
Lack of information sharing process
in all levels of the organization
Suggestions and ideas
implementation follow up
No escalation of delayed
activities
We do not have the
discipline required to learn
from mistakes
There are not focused action plans
by non conformity (Pareto)
Do not have a standard plan to standard method in place?
follow up action plan methods
Methods
Manpower
Lack of a training plan for
production line improvement process
Feedback loop is
broken
CCl with defects Lack of commitment
Polypropylene curling Firefighting mindset lack of Low technical skills
discipline to standardize work
Project management skills training
No piloting or trials before
changes Clarity of targets and responsibilities
Technical knowledge is not
Not clearly defined specs Accountability for personnel / operators
sufficient for this technology 1. We lack of a structured
for suppliers (CCL)
Lack of technical knowledge
standardized methodology to
There is no clear definition of where on the machines implement action plans aimed to
PMM wants to be regarding KPI ranking
Lack of feedback on achieve targets.
shop floor needs Lack of feedback on solutions
Roles and responsibilities are to shop floor needs
not defined
Silo Approach: PD vs.
procurement vs. MFG No commitment from 2. There is no clear ownership of
No clear KPI targets management to follow up plans
problems
3. Project management execution
Timely continuous follow up Bad layout design Lack of trust in the information
is not giving us the results we
for accountability
systems/manual work need
The roles of people across different Supplier selection process does
organization levels is not clear not meet plant requirements
Maintenance records are not well defined
are not specific and are not clear
4. We do not have a system in
Improvement projects are closed w/o
adequate control plan Uptime is low
place that guarantees a
No alignment on the machine capability sustainable progress
No clear communication in project stages Improper installation: cig before conversion versus target
and pack jams
LU 15 does not have a downtime
Deficient workplace order recording system
We modify machines
without the expected
Documentation/Standardization of
result
the process Technical support is not enough for
validation period
Cigarette weight control
Downtime analysis per system not working
linkup
Kit assemblies are not developed by OEM
The preventive maintenance
is not giving the Lack of standardization
performance needed
Local engineering department is not
between both LU
involved in conversion of machines
Vital Few
Do we have a start up
Machines OPEN Diagnostic
Guadalajara 28
HIGHLY CONFIDENTIAL – For PMI internal use only
OVF Analyses process
Inhibitors Fishbone Analysis

Three categories:
•Method
•System
•People
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HIGHLY CONFIDENTIAL – For PMI internal use only
OVF Analyses process
Effect – Effort Matrix

Inhibitors

1.System Capability
2.Communication
3.Granularity differences
4.No frozen market plans
5.Missing Specs
6.System Integration
7.Alignment
8.Two set of numbers
9.Calendar synchronization
10.Ownership / Involvement

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HIGHLY CONFIDENTIAL – For PMI internal use only
OVF Analyses process
Inhibitors Root Causes Analyses – 5WHY
 External example Automotive Supplier
Kaizen Boards, PDCA

Achievements
Improv

1.A Hoshin objective was set in injection moulding to attain best in class Good Shots Per Hour (GSPH) on a particular machine. Data for this target was
benchmarked and best in class performance tracked.
2.Problem solving lead to the implementation of many countermeasures to close the gap in performance.
3.Countermeasures are detailed on standard sheets and linked to identified problems for knowledge sharing with other facilities and teams
4.Progress is tracked against the goal throughout the project so team members can see the gap being closed.

Improvements
Target Set
linked to
kaizens

Purpose is
Performan
outlined
ce Tracked

Problems and Details for each

solutions kaizen
summarized

Next Steps
1.Create a formal process to share information.
2.On the boards, include the impact the projects have on the company’s hoshin objectives.

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HIGHLY CONFIDENTIAL – For PMI internal use only
 External example Automotive Supplier
Kaizen Boards, PDCA

Examples of kaizen boards detailing the results of continuous improvement activities

Achievements
Improv

1.Kaizen boards detailing the progress and results of current continuous improvement activities are made visual.
2.The boards are aimed at sharing the knowledge learnt from the continuous improvement process, and to encourage yokoten across other areas.
3.Projects are linked to themes that have been identified critical based on the organisation’s hoshin objectives.
Next Steps
1.Create a formal process to share information.
2.On the boards, include the impact the projects have on the company’s hoshin objectives.
3.Measure plan versus actual. 33
HIGHLY CONFIDENTIAL – For PMI internal use only
 External example Process Industry
Value Stream Mapping/Problem Solving
Value Stream Map of Forecasting Process Forecasting Board with VSM, Problem Solving Cards & Audits

Leadership team and forecasting stakeholders involved in the analysis of forecasting process

Achievements
1.Leadership team wanted to tackle their forecasting process by finding inefficiencies and opportunities to make this more accurate.
2.The forecasting team involved all members of the business who played a major role in the monthly forecasting process.
3.Initial step was to construct a value stream map of the current operations. Once this was done, team was able to construct an ideal future state.
4.Forecasting board was created to monitor their performance based on the ideal future state.
5.Inclusion of problem solving cards has been critical in highlighting problem and are addressed prior to the next cycle.
Next Steps
1.Once forecasting process is more stable, an updated current state value stream map will be created to determine the next phase of improvements.
2.Leadership team to showcase to the business the results of the project, with emphasis on the importance of the PDCA cycle.
3.Create clear standard work for steps within the forecasting process
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HIGHLY CONFIDENTIAL – For PMI internal use only
 External example Stadium Seating Mfg
Structured problem solving

Sample C4 board

Sample C4 board . Improvement tracking on FMDS Sample C4 cards Projects posted to share learning

Achievements
1.Each FMDS board features a C4 boards where C4 cards are readily accessible. The C4 card is a structured problem solving system to document and solve problems as
they arise in the work area. Improvements are categorized as either short term or long term.
2.The C4 board enables problem solving progression to be tracked visually and completed C4 cards can be stored for later reference
3.Each board features an “Improvements” management category where implemented improvements are tracked as a KPI. A reasonable target is set for each department
to help drive continuous improvement.
4.Problem solving activities are also completed during structured training (grad cert, cert III/IV level). These more complex problems are documented in detail and
posted on the Manufacturing Managers FMDS board for reference.

Next Steps
1.Further training of staff through cert III/IV/grad cert to develop problem solving skills
2.Develop story boards to be posted on production floor to summarize process and results of improvement activities
3.Integrate improvements/problem solving in to daily FMDS status reports 35
HIGHLY CONFIDENTIAL – For PMI internal use only
Tools to solve:

A3 Thinking
“When solving problems, dig at the roots instead of just
hacking at the leaves.” 
Anthony J. D'Angelo
This material is licensed by Lean Management Institute (LMI) to PMIM and its affiliates to use for PMI internal
business purposes pursuant to the master agreement between LMI and PMIM dated 1 July 2010.
Use of these materials by PMI's consultants is restricted under the master agreement.
All PMI employees must return the materials to PMI if they cease employment with PMI.
Version 1.0 (LONG VERSION)
March, 22nd 2011

HIGHLY CONFIDENTIAL – For PMI internal use only

A3
When to use A3

Process
Main Challenges Method to See Tool to Solve
People & Organization
Main Challenges
Method to See Tool to Solve

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HIGHLY CONFIDENTIAL – For PMI internal use only
Agenda

• What is A3?
• Why A3 is an essential tool?
• How is the A3 thinking process used?
• Supporting materials
• Job instruction
• Examples from PMI

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What is A3?

• Laporan A3 mendapatkan namanya dari ukuran kertas. Dalam bentuk form, laporan
ditulis pada selembar kertas A3 atau ukuran 11 "x 17“.
• Perencanaan A3 dimulai pada tahun 1960-an, sebagai Format system pemecahan
masalah Kualitas.
• Tidak ada satu template tetap, atau ukuran kotak. Kuncinya adalah bahwa A3 harus
menceritakan sebuah cerita yang lengkap, sebaiknya visual.
• Isinya menceritakan, ditata dari sisi kiri atas ke kanan bawah, yang siapa pun dapat
memahami.
• Ini memaparkan seluruh rencana untuk memecahkan masalah atau melakukan
perbaikan pada selembar kertas.
• Yang terpenting adalah proses berpikir di balik penulisan itu.
• Hal ini dapat digunakan untuk berbagi pembelajaran dan komunikasi best practices /
pembelajaran.
• Pada saat itu, ini adalah ukuran maksimum dari kertas yang dapat dikirim melalui fax

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What is A3?
The difference between A3 tool and process

A3

Tool
Tool: PDCA process
• Communicating • Proposing improvements

• Solving problems • Reviewing proposals

• Reporting • Managing their implementation

• Discussing • Coaching/ mentoring/ Learning by

doing

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What is A3?
Synergy A3 and OPEN Sharing Platform

Memberikan panduan tentang bagaimana menerapkan proses berpikir A3

• Pengembangan berbasis
pengetahuan.
• Basis pengetahuan dibangun dari
berbagi cerita/sharing.
• Sharing yang dilakukan
menggunakan cara umum (standar
A3).
• Memahami pembelajaran,
menyalin, dan berpikir; bukan Tags:
A3 thinking
solusi.
• Menangani tantangan utama dan
Problem
mengidentifikasi gejala. solving Tags ensure easy
search
• Menunjukkan akar penyebab Leader
masalah dan cara untuk mendekati Standard Work
mereka.
Gemba walk

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What is A3?
Synergy A3 and OPEN Sharing Platform

Memberikan panduan tentang bagaimana menerapkan proses berpikir A3

UPLOAD DOWNLOAD
A3 – Short stoppages (Factory X)
Sharing Platform A3 – Short stoppages (Factory Y)
Secondary

Short
stoppages

Maker

Rod break

1. A3 menunjukkan proses berpikir dari inisiatif proyek dan hasilnya.

2. A3 ini ditandai berdasarkan konten yang relevan untuk dapat diakses

di Sharing Platform.

3. Afiliasi lainnya dapat belajar dari orang lain dan mengadopsi proses
berpikir.

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 Why A3 is an essential tool?

• Ini adalah cara sederhana dan visual menunjukkan: pemecahan masalah, penulisan
proposal, pelaksanaan proyek, dan pengambilan keputusan tim.
• Ini adalah metodologi strategized yang membangun dialog untuk sampai ke akar
penyebab serta terlibat dan menyelaraskan organisasi.
• Ini menumbuhkan dialog / diskusi terstruktur dengan semua pemangku kepentingan
dalam proses dan menciptakan solusi yang dapat diterima pekerja.
• Ini adalah tanggungjawab antara mentor, pemilik, dan semua pihak yang terlibat
lainnya untuk pemecahan masalah.
• Berfungsi sebagai alat pembelajaran organisasi yang mengembangkan pemikiran
pemecah masalah.
• Laporan A3 berisi fakta-fakta objektif, data teknis dan "resolve" masalah. Ini
menceritakan seluruh bagian.
• Menghasilkan penanggulangan yang efektif dan solusi berdasarkan fakta dan data.
• Mendorong Plan-Do-Check-Act melalui awal dari rencana aksi dan tindak lanjut.

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How is the A3 thinking process used?
Questions to be asked when using the A3

• Apa masalahnya ... "Nyata" masalahnya?

• Mengapa perlu ditangani ... sekarang?
• Siapa yang memiliki masalah?
• Apa akar masalahnya?
• Apa sajakah kemungkinan cara tindakan pencegahannya?
• Bagaimana Anda akan memilih usulan tindakan pencegahannya?
• Bagaimana Anda akan mencapai kesepakatan di antara semua orang yang
bersangkutan?
• Apa rencana implementasi Anda? Apa jadwal Anda?
• Bagaimana Anda akan tahu apakah tindakan anda berjalan?
• Apa isu-isu implementasi dapat Anda mengantisipasi?
• Bagaimana Anda akan memastikan tindak lanjut dan perbaikan terus-menerus?

44
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 45
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How is the A3 thinking process used?
Problem Solving A3 - Title

• Judul memperkenalkan konten ke pembaca.

• Harus obyektif menggambarkan masalah yang dibahas dalam laporan
dalam konteks cerita secara keseluruhan.

Contoh:
1.Rendahnya tingkat kepemimpinan
2.NC Rod Wringkled masih belum memenuhi target
3.Sering terjadi selisih dalam pembayaran upah karyawan produksi

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How is the A3 thinking process used?
Background - Problem Solving

• Mengapa Anda berbicara tentang hal itu?

• Informasi apa yang perlu buat pembaca?
• Bagaimana masalah berhubungan dengan tujuan perusahaan?

• Isu-isu lain:
1. Bagaimana masalah ditemukan?
2. Siapa yang terlibat?
3. Apa saja gejalanya?
4. Bagaimana performa masa lalu?

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How is the A3 thinking process used?
Background - Review questions

• Apakah ada tema yang jelas untuk laporan / proyek yang mencerminkan isi?
• Apakah proyek yang relevan dengan tujuan organisasi?
• Apakah proyek berkaitan dengan tujuan perusahaan?
• Apakah ada alasan lain untuk bekerja pada topik ini?
• Apa informasi lain yang mungkin berguna bagi para pembaca?

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How is the A3 thinking process used?
Current Situation – Problem Solving

• Rangkai kondisi saat ini dengan cara yang sederhana sehingga dapat dipahami
oleh pembaca
• Apa masalahnya? Apa yang tidak masalah?
• Di mana hal-hal tersebut dilakukan hari ini?
• Bagaimana Anda bisa menggambarkan situasi? seberapa tinggi? berapa banyak
kesalahan? bagaimana variabelnya?- spesifik, gunakan fakta dan angka.
• Cobalah untuk menghindari teks. Menggambar representasi visual yang
menggambarkan unsur-unsur penting dari sistem atau proses
Bersifat kuantitatif
1. Mengumpulkan data melalui pengamatan langsung.
2. Meringkas informasi yang relevan sat ini.

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How is the A3 thinking process used?
Current Situation – Review questions

• Apakah kondisi saat ini jelas dan logis digambarkan secara visual?
• Bagaimana kondisi saat ini bisa menjadi jelas bagi pembaca?
• Apakah kondisi masalah saat ini menggambarkan situasi yang harus diselesaikan?
• Apa masalah yang sebenarnya dalam kondisi saat ini?
• Adalah fakta-fakta dari situasi yang jelas, atau ada hanya pengamatan dan
pendapat?
• Apakah masalah diukur dalam beberapa cara atau itu terlalu kualitatif?
• Informasi apa yang membuat pembaca merasa menarik?
• Apakah hal itu jelas menunjukkan kemajuan yang telah dibuat atau apa tindakan
spesifik telah diambil?
• Apakah hal itu akurat dan obyektif?

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How is the A3 thinking process used?
Goal – Problem Solving

• Apa hasil yang spesifik yang dibutuhkan?

• Bagaimana kita akan tahu bahwa pemecahan masalah sukses pada akhir
pelaksanaan?
• Apa yang akan menjadi tujuan jelas dan untuk situasi seperti ini?
• Bagaimana data akan dikumpulkan untuk kemudian mengevaluasi dan
memeriksa efektivitas tindakannya?
• Apa yang akan menjadi ukuran kinerja? Mengidentifikasi standar dan
penyimpangan.

Contoh:
- Mengurangi tingkat persediaan dengan X%
berdasarkan tanggal Y

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How is the A3 thinking process used?
Goal – Review questions

• Apakah ada tujuan yang jelas atau target?

• Apa secara spesifik yang akan dicapai?
• Bagaimana tujuan diukur atau dievaluasi?
• Apa yang akan ditingkatkan, seberapa banyak, dan kapan?

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How is the A3 thinking process used?
Root‐Cause Analysis – Problem Solving

• Lakukan investigasi kondisi saat ini sampai akar penyebab diidentifikasi.

• Apa akar penyebab masalahnya?
• Lakukan pemikiran sebab dan akibat.
• Pilih alat analisis masalah sederhana yang jelas menunjukkan hubungan sebab
dan akibat (5why, tulang ikan).
• Masalah nyata sering memiliki berbagai penyebab, sehingga percobaan
mungkin diperlukan untuk menentukan penyebab dan akibat.

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How is the A3 thinking process used?
Root‐Cause Analysis – Review questions

• Adalah analisis cukup rinci dan melakukannya menyelidiki cukup mendalam

pada isu-isu yang benar?
• Apakah sebab dan akibat dibuktikan atau terkait dalam beberapa cara?
• Apakah analisis yang komprehensif pada skala yang luas?
• Apakah ada keyakinan dengan 5Why berpikir tentang penyebab sebenarnya?
• Apakah semua faktor yang relevan dipertimbangkan (manusia, mesin,
material, metode, lingkungan, pengukuran dan sebagainya)?

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 How is the A3 thinking process used?
Root‐Cause Analysis –Example (Fishbone)

FISHBONE ANALYSIS
FEBRUARY 2011
MARLBORO (RED) KS BOX 20 - TABAQUEIRA

MAN MACHINE
We Unreliable equipment
We think we need
add-on
systeem to manage
Not enough Skills add-on
information flow
add-on

Complex and not We design systems to

process oriented cure symptoms in our
Do we push systems process (method)
Do we know which Proper analysis of the We need to stop the
information Infrastructure
information people & cause of quality machine above
management thinks is Lay-out
process need? deviation producing defects!!!
neccessary
MAIN GAPS ESTABLISHED FROM THE VSM
Discipline of
applying Discipline in std.
standards Deviation & response Condition of the 1 Absence of flow (27 inventories)
machine

Can we create Lack of coaching Fragmented & disconnected

What is moving our Walk the talk Level by example 2
people?
dreams at our How to create interest information flow
people? from the people

3 Lack of Right First Time Quality

Quality control not
process oriented We do not analyze
but product the effectiveness of
oriented the machine Lack of applying/sustaining/improving
4
Vertical flow of Process design is standards
information Juice game stage 1
Uneven machine
Lack of speeds
standardized A P
problem solving C D
On Std. 5 Challenges in Process Stability
We handle all brands Specs are not
Waste & rework speaking (SAP jargon)
in the same way. Focus on the
Disturb the flow We plan Islands everything else then
ONE PROCESS!! complete process
Std. application normal prod.
No std. Process to 6 Leadership, Ownership & Engagement
promotions, specials
etc.
We do not enable Lack of autonomus
We do not lead by
people to come with ……..
example
solutions
Sometimes we Can we build in RFT Supplier reliability
promote the wrong Quality (Jidoka) Timely detection
people indicators from the & action?
Coverage of needed
information over Current systems first step on?
When material specs do
process shifts Block the way to
Not process oriented change, go back to… Root cause
empowerment
standards And do not adjust analysis!
Setting clear
machine
expectations
Lack of vital few
Too many standards Lack of build in
Visual standards Late detection of
Have clear & simple quality failure free Use material specs in
lack of quality
standards that impact from one step to line with process
Self inspection
the floor another stop capability

METHOD MATERIAL

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How is the A3 thinking process used?
Countermeasures– Problem Solving

• Apa usulan untuk mencapai keadaan masa depan, target yang akan dicapai?
• Apa yang dikerjakan? Apa yang tidak dikerjakan?
• Bagaimana rekomendasi anda mengenai tindakan yang mempengaruhi akar
masalah dalam mencapai target?
• Tindakan apa yang akan diambil?
• Bagaimana dengan tanggal jatuh tempo untuk tindakannya?
• Siapa yang bertanggung jawab atas tindakan?
• Apa yang akan menjadi urutan pelaksanaan?

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How is the A3 thinking process used?
Countermeasures–Review questions

• Apakah ada langkah-langkah usulan tindakan perbaikan yang jelas

diidentifikasi?
• Lakukan langkah-langkah tindakan perbaikan ke akar penyebab masalahnya?
• Apakah tindakan perbaikan bisa difokuskan pada area yang benar?
• Siapa yang bertanggung jawab melakukan apa, kapan?
• Akankah tindakan mereka mencegah terjadinya kembali masalah?
• Apakah urutan pelaksanaan yang jelas dan masuk akal?
• Bagaimana efek dari langkah-langkah tindakan perbaikan diverifikasi?
• Apakah tindakana perbaikan yang dicapai / dikurangi dengan memberikan
semua opsi sebelumnya, seyogyanya dg pertimbangan yang tepat dan
dilakukan pengujian?

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How is the A3 thinking process used?
Action Plan/ Confirmation of effect – Problem Solving

• Aktivitas apa yang akan dilakukan untuk implementasi?

• Siapa yang akan bertanggung jawab dan kapan?
• Apa saja indikator kinerja atau progressnya? (schedule)
• Bagaimana kita bisa memverifikasi efektivitas item tindakan secara total, dan masing-
masing secara terpisah?
• Dimana data dikumpulkan?
• Siapa yang akan membantu untuk mengumpulkan data dan bagaimana
frequensinya?
• Bagaimana kita bisa menghubungkannya dengan
tujuan yang akan dicapai?
• Apakah performance berubah sesuai dengan tujuan ?
• Jika performance tidak diperbaiki? Kenapa?

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How is the A3 thinking process used?
Action Plan/ Confirmation of effect – Review questions

• Apakah ada kegiatan atau langkah penting yang hilang?

• Apakah jadwal pelaksanaan yang jelas dan masuk akal?
• Bagaimana efek dari pelaksanaan diverifikasi?
• Apakah anggaran, sumber daya, atau waktu ada?

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How is the A3 thinking process used?
Action Plan/ Confirmation of effect – Example Action Plan

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How is the A3 thinking process used?
Follow‐up Actions

• Bagaimana segala sesuatu dilakukan berkelanjutan dan bagaimana

kita dapat memastikannya?
• Apa kebutuhan lain harus dilakukan?
• Bagaimana kita bisa mendapatkan keuntungan dari tindakan dalam
seluruh perusahaan?

Isu apa yang dapat diantisipasi?

• Pastikan berkelanjutan PDCA
• Menangkap dan berbagi pembelajaran

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Example
Problem Solving A3

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Example
Proposal writing

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Example
Status A3

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Ground Rules - Lean perspective on A3 Process

• A3 adalah laporan analisis masalah, kemudian menyajikan program

yang direkomendasikan tindakan untuk menyelesaikannya.
• Gambaran grafik dari A3 memberikan kontribusi pemahaman yang
mendalam mengenai kondisi saat ini dan kondisi sasaran.
• Dengan menerima dan mereview laporan, manajer dapat memastikan
bahwa pesannya telah disampaikan dengan baik dan dipahami.
• Setelah Laporan A3 disetujui, maka itu menjadi ikatan bagi karyawan
untuk melaksanakan.
• Ini adalah metode dan sebuah “road map” menuju pemecahan
masalah atau mencapai tujuan.
• Belajar dengan mengerjakan dan sebagai alat pembinaan.

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Supporting Material

• OPEN-material
- OPEN Book: Value Stream Mapping
- OPEN Book: Value Stream Management
- OPEN Book: Gemba Walk
- OPEN Book: Leader Standard Work
• Recommend books:
- Managing to Learn: Using the A3 Management Process by
John Shook
- Understanding A3 Thinking: A Critical Component of Toyota's
PDCA Management System by Durward K. Sobek II. & Art
Smalley
• Train the trainer services:
- OPEN-Academy
- Courses – A3 by LMI
• Support
- Coaching by Sensei’s

HIGHLY CONFIDENTIAL – For PMI internal use only

Job Instruction
A3

Important Steps Key Points Reasons

1 Problem to be identified by the
sponsor
2 Nominate the owner
3 Create the title
4 Go to Gemba
5 Describe background
6 Illustrate current state
1. Choose mentor/coach, who will be able to ask • A3 is the learning method, where
questions instead of giving a solution the coach challenges the owner of
the A3 to help him grow
1. Choose the A3 owner • That person will be responsible for
whole problem
1. Verbalize the real issue. Narrow down what • These will be the boundaries of the
and where the problem is project
1. Create the dialogue with all stakeholders • To ensure full understanding
2. Listen to all parties
1. How was the problem found? • To know why we are talking about it
2. Who is involved?
3. What are the symptoms?
4. What was the past performance?
1. What is the problem? What is not? • To understand and discuss with all
2. Where do things stand today? stakeholders and include different
3. How can you quantifiably describe the situation angles
(how high? how many errors? how variable?)

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Job Instruction
A3

Important Steps Key Points Reasons

7 Set the goals
8 Analyze and get to the root cause
9 Identify the counter-measures
that address the root causes
1. What SMART outcomes are required? • To ensure we have a tools to check
2. How will we know the implementation is that our solution is working
successful?
3. What will the measure of performance be?
1. What is/are the root cause(s) of the problem? • This is the most crucial part of the
2. Separate symptoms and opinions from cause A3 because, if done correctly, it gets
and effect to the main problem. If done
3. Choose the simplest problem analysis tool that incorrectly, it may be misleading
clearly shows the cause and effect relationship
(5why, fishbone, six sigma)
4. Experiments may be required to establish
cause and effect
1. What is the proposal to reach future state, the • This is important to close the gap
target conditions? and solve the issue through actions
2. What actions will be taken?
3. What is the due date for the actions?
4. Who is responsible for the actions?
5. What will be the order of implementation?

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Job Instruction
A3

Important Steps Key Points Reasons

10 Draw the plan/ Confirmation of 1. What activities will be required for • It will allow to track the progress
effect implementation? and it will ensure smooth execution.
2. What are the indicators of performance or It allows you to get the buy in and
progress? (Gantt, timeline) get the clear team commitment to
3. Who will help to collect data and how solve the problem together.
frequently?
4. Has performance moved in line with the goal
statement? If performance has not improved,
than why?
11 Create follow up 1. What needs to be done to make it sustainable • It is important to ensure ongoing
and how can we insure further improvement? PDCA.
2. What else needs to be done?

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Philip Morrisfrom
Detailed example Operations
Krakow
Examples from the affiliates

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Examples from PMI

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Examples from PMI

72

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 Identify and address improvement opportunities within EU SC Logistics Controlling End to End
Processes.
Examples from PMI
Owner: Kristel Piibur Mohieddine, Date: January 10, 2013
Sponsor: Daria Harrison, Version: 1

1. BACKGROUND 4. ANALYSIS Ideal State Prioritization

EU SC Logistics Controlling End to End process is complex & involves multiple stakeholders
between EU SC Logistics, 7 affiliate logistics teams, different PMIM finance counterparties Logistics cost bookings 1 reporting
Actuals 2RF process • All three
3 processes
& SCE Krakow. Roles & Responsibilities are in some cases overlapping or not covered. In interconnected
some cases clear definition is missing.
Old versus New process requirements are missing and cause inefficiencies and • Mayor impact if one
duplications in the process. KPIs lacking to ensure better logistics budget/cost tracking whole process
Mutual understanding of the requirements regarding controlling processes is lacking and improved
due to low communication between different departments (in terms of info flow) there a
lot of fire fighting within the process. • Most impactful
Sustainability of the process not in place, lack of regular review of processes and process chosen
improvements, no standardized tasks.

2. CURRENT CONDITIONS 4. Actuals

5. PROPOSED COUNTERMEASURES
reporting Countermeasure to move
2. Accruals
toward Ideal State

Cost booking

Logistic Cost
Automation
5. RF
1. Budgeting 3. Logistics cost bookings process

Annual cycle 1. Budgeting

Monthly cycle 6. PLAN
2. Accruals
1. Budgeting
2. Accruals 3. Logistics cost bookings

d.
4. Actuals reporting

ize
5. RF process

r it
io
pr
Process populated by inefficiencies that are reoccurring monthly, daily firefighting mode.

y
all
in
ef
3. GOALS / TARGETS

b
To
Zero surprises within monthly cycle and variance kept within plan.
•Establish process flow with cleared Roles and Responsibilities (RACI) and introduce
defined KPIs for easier performance monitoring.
•Ensure sustainability through people training , follow up and efficiency measurement. 7. FOLLOW UP
•Increase automation within the process steps (100% self billing, transportation
resolution) ensuring aligned and smooth cost control (R&R, reporting source and data).
- Kristel leading monthly meetings with project team members (3 rd week)
- EU SC dashboard monthly updated
- Prepare plan for improvement of other processes (April 2013)
- Follow up on KPIs as of Q2
 Foster First Time Quality (FTQ)
within PM Poland (PMPL) through People Engagement

Examples from PMI Owner: K. Szczudlo, R. Marek

Sponsor: Vladislav Kalashnikov
Date: March 2012
Version: 1.7 (updated January 2013)
1. BACKGROUND Plan Do
•Market quality requirements are continuously growing – production for Japan.
•PMPL’s aim is to deliver 100% First Time Quality (FTQ) products which meet customer requirements. Develop flashing Andon at operator’s screen to
Establish targets for machines with shop provide Visual management in the linkups
•Visual Quality Index (VQI) results are unstable and not in line with FTQ idea. floor people reminding the operator of visual inspection
•Special awareness of TOP 10 machine NCs
•Focus on specific NCs by machine – A3
•PMPL’s aim is not to generate waste as a result of defects, we want to create always 100% value-added time. •Other NCs are not acceptable

•QA is responsible for controlling and triggering corrective actions – not in line with FTQ idea.
Develop PMPL innovative, user-friendly visual
inspection application supporting FTQ.
2. CURRENT CONDITIONS •Visualization of NCs
•NCs assigned to machine
•Intuitive navigation
• Once per shift QA perform visual inspection on each link-up •Definitions of NCs easily available
•Application development with other affiliates to propose a
• VQI results from QA are available after 24 hours global solution

Target
• Corrective actions are taken after receiving results from QA
• NC (non-conformities) which should be eliminated immediately are not dealt with for
several shifts
• VQI in Q1 2012 is not in line with OB 2012 target Raising awareness and quality Visual management in the cockpit
of operators’ visual inspection (Team Leaders’ Office)
• Quality related rework and repack in 2011 amounted to 284 mio cigs •Standardization and training using TWI method
performed by shop floor people
•Standardization of sampling points in linkups
•Sustain: QA shop floor inspections connected with Visual management in the linkups.
3. GOALS / TARGETS training for operators
VQI results from regular visual inspection and QA assessment
• Increase level of shop floor employees engagement in FTQ visualized on-line at operator’s screen
• VQI index below 70 points in Q4 2012
• Reduce quality related internal repack and rework by 40% in 2012

Visual management in the linkups.

4. ANALYSIS •FTQ connected with Autonomous Maintenance inspection.
•Identified technical problems visualized at TPM board.
Man Method
• Annual training in visual
Visual inspection by shop floor staff not of the same standard as QA inspection only theoretical FTQ not connected with
assessment. Standard missing.
• Standard of visual inspection by
Autonomous Maintenance Act Check
operator not sustained
• Operators have no standard to tell
them at which stage of NC to stop
and adjust the machine
Insufficient awareness
Sampling points not standardized and 6. PLAN
poorly visualized.

• Material not conditioned
properly
No standard process on
material complaints
Waste as a
• Visual inspection application difficult to navigate result of defects
• NCs list in the application not in line with NCs specific No on-line feedback regarding NCs
for the given machine level and targets
• No automatic update of NCs in the visual inspection
application Visual inspection application not user-friendly.
No visualization of NC code.

Material
7. FOLLOW UP
Machine Project duration
•550 shop floor employees engaged and
trained with TWI method (internal
5. PROPOSED COUNTERMEASURE In order to foster FTQ the following measures will be taken: trainers)
1. Engage people in FTQ on shop floor. Define SMART 4. Implement visual management of VQI •76% internal repack and rework
machine targets with people from shop floor. •Visualisation in the linkups
•Visualisation in the cockpit (Team Leaders’ Office )
decrease in 2012 vs. 2011.
2. Provide people in shop floor with an innovative user-
friendly application in the linkups. •February 2013 - EU engagement
5. TWI (Training Within Industry) method to
workshop regarding PMPL application
3. Autonomous maintenance inspection to be used for be used for raising awareness and quality of
roll-out in MES 2.1
improvement of quality in linkups. visual inspection in shop floor.
Thanks

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