Eight Step Practical Problem Solving

An Overview to using A3 methodology

Geoff Crawford OPEX Coach

Learning Objectives

What is a problem?
Why use Practical Problem Solving
8 Step Problem Solving
(A3 Methodology) including
a NI Company case study
What is a Problem?

A gap between actual

and desired conditions
Unfulfilled customer
needs
New level of performance/
service required
Variation
Problem Complexity v Problem Solving Tool
JUST DO ITS

3 C’s

Off target
Improvement idea
A3 Practical
Problem Solving
Why use Practical Problem Solving?

Common understanding of a problem

Remove time lost in debate
Identify weak points in processes
Explain with reasons why an incident occurred
Gives a factual representation of the incident
Ensures problems don't reoccur
PDCA Cycle

Plan Do Check Act

Create a process Execute a process Inspect feedback Integrate a process
improvement plan improvement plan and adjust plan improvement plan
accordingly into the system
PDCA Cycle
Typical quick planning
Longer time
to resolve
PDCA Cycle
Typical quick planning
Longer time
to resolve

Thorough planning
Rapid probem
Plan Do Check Act
resolution
Practical Problem Solving A3

What is PPS?
What PPS is not
What can be
addressed?
The key points
on problem
solving
 50–80%
Plan of the time
Create a process
improvement plan Do Check Act
Execute a process Inspect feedback Integrate a process
improvement plan and adjust plan improvement plan
accordingly into the system
1. Clarify the problem/opportunity
6. Implement 7. Monitor Results 8. Share learning.
2. Break down the problem/opportunity – Standardise process
solutions & Process
3. Set targets/objectives for improvement – Learn from and
Vital for adjust failures
– Continue to check
success
and adjust

4. Identify root causes

5. Develop solutions
Beds R Us
Background

Initially supplied furniture to the wholesale & retail trade

Identified gap in the market place for the supply
of beds & mattresses to the trade

Customers range from NI, ROI, UK, Europe and beyond

This project focus is within the mattress manufacturing unit
Business requirement:
Asked to deliver more volume to our customers!
Step 1
Clarify the Problem

Clear definition – what’s the problem?

What does the ideal look like?
Where do we want / need to be?
Identify the gap between current
and ideal state
Contain the problem
Useful tools:
– Gap analysis
– Pareto
– Graphs
Step 1
Clarify the Problem
Our growth plans indicate that we need to increase our output
of mattresses and stabilise the unit cost of mattress
assembly. Year to date we are averaging 1090 mattresses per
week.
Step 2
Breakdown the Problem

Break the problem down

into manageable chunks
Check the point of occurrence
– ‘Go & See’
Gather factual data
Eliminate or Verify the cause,
is it visible/measurable
Step 2
Breakdown the Problem - Example Stage 3
Quilting Panels
Identify where the bottlenecks are within product mix: (Largest bottleneck
basics – 6.3mins)

7
3ft Comfort (1unit) Yamazumi (Mins) Max daily throughout
78 units of 3ft Comfort
6
If reduce to
2mins
5 stage 1 throughout
Would rise to 115 units
4

6.3
3

2 4.32
3.8
3.13
1 1.83
1.75
0.92
0
1. Rod Attachment 2. Clipping duo pad 3. Quilting Panels 4. Border Prep 5. Mattress Prep 6. Tape Edging 7. Quality Inspection
x to Spring to spring 2 panels Table & Bagging

1 Rod 3 Quilting 4 Border 5 Quality Insp 6 Tape 7 Mattress

2 Pad Table
Attachment Machine Prep & Bagging Edging Prep Table
Step 3
Set the Target

What’s the Scope?

What are you trying to achieve?
Set SMART targets / objectives
Is your target adequate to
address the gap?
Set criteria to allow you to prioritise
possible solutions (Impact - Cost - Ease)
Step 3
Set the target

(It may take multiple PDCA projects to get to

your target condition, each with an interim
target.)
Step 3
Set the target - Example
Beds R Us weekly mattress production output

Increase & stabilise

210 weekly production to
units 1300 units per week

Actual 1090 units

Target 1300 units
Gap 210 units
Step 4
Analyse Root Cause

Perform Root Cause Analysis

Identify all the root cause(s)
of the issue / problem

Use 5 Why’s to get to actionable cause

Prioritise / Rank root causes
Action(s) required
Step 4
Analyse Root Cause - Example
Identified Root Causes

No historical key data

Lack of visual target at key production stages

Employees not at Gemba

– To gather items for build
– To carry out other tasks to off load containers/ cut materials
Scheduling
Gaps in Training:
– 2nd Prep tables unable to build Signature Range of Mattresses
– 3rd Prep tables unable to build Signature Range of Mattresses

Seasonality of demand

Production Supervisor pulled away from production floor & not present at key times

Lack of storage space for stocked items if orders are low

Step 5
Develop Countermeasures/Solutions

Develop as many potential

solutions as possible
Identify an effective
solution(s)
that directly addresses the
root cause
Narrow down the solutions to the
most practical, effective and feasible:
– Impact
– Cost
– Ease
Step 5
Develop Countermeasure - Example
Issue Countermeasure Difficulty

1. Lack of visual targets Install white boards at key measure points.

Easy
at key production stages Install visual targets with measurement

1. End of day review and next day review

2. Prep & tape edge personnel
2. Ensure mgt aware of non stocked items that Easy
leave stations to gather items for
the business now requires
build

1. Request deliveries before noon/outside hours

3. Prep table personnel leave to off 2. Now have trained forklift drivers. Require
Moderate
load containers/timbers/ polyester ongoing supervision
3. Operator A is present for off loading

4. 2nd & 3rd Prep tables unable to build

Training 2nd & 3rd Prep Moderate
Signature Range of Mattresses

5. Production Supervisor pulled away

1. Supervisor A to prioritise to ensure present at key times
from production floor & not present Easy
2. Key staff visual on floor to support
at key times

1. Sell redundant machinery taking space Difficult

6. Lack of space for stocked items
2. Zoning (Map the Area) Difficult
if orders are low
3. Purchase of trailers for loading throughout day Moderate
Step 6
Implement Countermeasures/Solutions

Seek help & ideas

Communicate the status
Never give up
Step 6 Implement Countermeasures - Example
Issue Countermeasure Who When Difficulty
Implemented
1. Lack of visual targets Install white boards at key measure points. from Thurs 4th
Supervisor A/PM May & Mon Easy
at key production stages Install visual targets with measurement
10th May 17

Implemented
1. End of day review and next day review
2. Prep & tape edge personnel Team Leaders/ Tuesday 6th
2. Ensure mgt aware of non stocked items that Easy
leave stations to gather items for Supervisor A May 17 &
the business now requires
build Ongoing

Purchasing Mgr
1. Request deliveries before noon/outside hours
3. Prep table personnel leave to off load 2. Now have trained forklift drivers. Require ongoing Supervisor A
containers/timbers/ polyester supervision
3. Ensure Operator A is present for off loading PM

4. 2nd & 3rd Prep tables unable to build

Training 2nd & 3rd Prep Operator A&B 25th May 17 Moderate
Signature Range of Mattresses

Supervisor A
5. Production Supervisor pulled away
1. Supervisor A to prioritise to ensure present at key times Purchasing Mgr 6th May 17
from production floor & not present Easy
2. Key staff visual on floor to support PM/Project & ongoing
at key times
Sponsor

1. Sell redundant machinery taking space Purchasing Mgr ASAP Difficult

6. Lack of space for stocked items
2. Zoning (Map the Area) Supervisor A Oct 17? Difficult
if orders are low
3. Purchase of trailers for loading throughout day Purchasing Mgr May 17 Moderate
Step 7
Monitor Results & Processes

Was the countermeasure effective?

Assess the impact of changes
Collect data
Evaluate process used
Step 7
Monitor Results & Processes - Example
Weekly finished production (Mattresses in units)

Annualised additional capacity of

10,920 units (19% increase) –
Generating
£425,000 of additional revenue

Visual implementation of
production schedule

Targets set - Employees know

what a good day looks like 1300 units
per week
Daily huddle at the Gemba (was1090)
– understand constraints

Better communication
Step 8
Standardise & Share Success

Learn from unresolved issues

Establish, communicate
the new standard
Set target for next
improvement
Step 8
Standardise & Share Success - Example

Stabilised our process and introduced standard work

Implementation of standards …..‘a clear base line’
Sales, scheduling & production…’now aligned’
Targets implemented …………… ‘a good day’
Visual Management ………..……’better
communication’
Early warning system ...’quicker problem solving resolutions’
More input from team members …’to solve problems’
Sustainability ………………...…….’with pricing’
A3 Template - Example
Step 4 Step 6 Implement Countermeasures
Analyse Root Cause Issue Countermeasure Who When Difficulty
Implemented
1. Lack of visual targets Install white boards at key measure points. Install from Thurs 4th
Supervisor A/PM Easy
at key production stages visual targets with measurement May & Mon 10th
Identified Root Causes May 17

Implemented
1. End of day review and next day review
2. Prep & Tape edge personnel leave Team Leaders/ Tuesday 6th
No Historical key data stations to gather items for build
2. Ensure mgt aware of non stocked items that
Supervisor A May 17 &
Easy
the business now requires
Ongoing

Purchasing Mgr
Lack of visual target at key production stages 1. Request deliveries before noon/outside hours.
3. Prep table personnel leave to off 2. Now have trained forklift drivers. Require Supervisor A
load containers/timbers/ polyester ongoing Supervision
Employees not at Gemba 3. Ensure Operator A is present for off loading PM

– To gather items for build

– To carry out other tasks to off load containers/ 4. 2nd & 3rd Prep tables unable to build
Training 2nd & 3rd Prep Operator A&B 25th May 17 Moderate
Signature Range of Mattresses
cut materials
Supervisor A
5. Production Supervisor pulled away 1. Supervisor A to prioritise to ensure present at
Purchasing Mgr 6th May 17
from production floor & not present key times. Easy
PM/Project & ongoing
at key times 2. Key staff visual on floor to support
Scheduling Sponsor

1. Sell redundant machinery taking space Purchasing Mgr ASAP Difficult

6. Lack of space for stocked items
Gaps in Training: if orders are low
2. Zoning (Map the Area) Supervisor A Oct 17? Difficult
3. Purchase of trailers for loading throughout day Purchasing Mgr May 17 Moderate
– 2nd Prep tables unable to build Signature
Range of Mattresses
– 3rd Prep tables unable to build Signature
Range of Mattresses
Step 2
Step 7
Breakdown the Problem Monitor Results & Processes
Stage 3
Quilting Panels Seasonality of demand
Weekly finished production (Mattresses in units)
Identify where the bottlenecks are within product mix: basics (Largest bottleneck –
6.3mins)

7 Max daily throughout

Production Supervisor pulled away from
3ft Comfort (1unit) Yamazumi (Mins) Annualised additional capacity of 10,920
78 units of 3ft Comfort production floor & not present at key times
units (19% increase) – Generating
6
£425,000 of additional revenue
If reduce to
2mins
5 stage 1 throughout Visual implementation of
Would rise to 115 units Lack of storage space for stocked items if production schedule
4 orders are low
Targets set - Employees know
6.3
3 what a good day looks like

4.32
47% 1300
units
2 3.8 improve Daily huddle at the Gemba
me
3.13 through nt
out per week
1 (was1
1.75 1.83 090)
0.92 – understand constraints
0
1. Rod Attachment 2. Clipping duo pad 3. Quilting Panels x 4. Border Prep 5. Mattress Prep 6. Tape Edging 7. Quality Inspection
to Spring to spring Better communication
2 panels
3 Quilting 4 Border Table 6 Tape 7 Mattress
5 Quality Insp
2 Pad Table Machine Prep
& Bagging
& Bagging Edging Prep Table

1 Rod
Attachment

Step 5
Develop Countermeasure

Issue Countermeasure Difficulty

1. Lack of visual targets Install white boards at key measure points.

Easy
at key production stages Install visual targets with measurement

2. Prep & Tape edge 1. End of day review and next day review
personnel leave stations to 2. Ensure mgt aware of non stocked items that
Step 3 Easy gather items for build Step 8
the business now requires
Set the target Standardise & Share Success
Beds R Us weekly mattress production output 3.Prep table personnel leave 1. Request deliveries before noon/outside hours.
Stabilised our process and introduced standard work
to off load containers/
2. Now have trained forklift drivers. Require
Implementation of standards …..‘a clear base line’
Moderate timbers/ polyester
Sales, scheduling & production…’now aligned’
ongoing Supervision
Increase & stabilise
3. Operator A is present for off loading Targets implemented …………… ‘a good day’
210
Invest NI:
Operational Excellence Team

Who are we?

Business-experienced Coaches

What do we do?
Improve the productivity, profitability
& competitiveness of NI Businesses

How do we do it?
Tailored support using training, mentoring &
coaching to promote best practice and build
capability within our clients’ businesses to
deliver quantifiable & sustainable improvement

Queries: [email protected]
Get in touch...
For more information from the
Operational Excellence Team:
[email protected]
m
A3 Template

Issue Ask Yourself

1. Clarify the Problem / Opportunity What's going on?

2. Breakdown the Problem / Opportunity What do we know about the problem?

3. Set targets / objectives for improvement What is it we want to solve and when?

4. Identify root causes of the problem What are the root causes?

5. Develop Solutions What could be the solution and what's the best solution?

6. Implement Solutions What's the best approach?

7. Monitor results and Process Is the problem solved successfully?

8. Share Learning Is there any further scope of improvement?