A3 Thinking is a versatile continuous improvement and project management tool. It allows its users to align, coach, report, and share. It can be used to create a structure for managing problem-solving, process improvement, and process transformation; any work big or small. Like all Lean tools it provides a structure to learn, gain new skills and apply them to achieve your business' objectives.
The following will be used for personal reflection, and will only be shared if you deem it appropriate.
“Without Standard Work, there can be no improvement.” This statement is a central truth of the Toyota Production System. Standard work defines the current best work process. It is the baseline for continuous improvement and is a tool used in auditing processes. Therefore, conformance to standard work contributes to the results you need to stay competitive, but is something we really don’t want to do. Until you can apply repeatable standard work successfully, improvements will yield less than their full potential and backsliding will be prevalent.Show similar events in:
Customers, employees and suppliers can tell a well-run plant and office without a narrated tour. The visual clues are everywhere. This is a straight-forward approach that impacts your customer and employee image, productivity and sales.Show similar events in:
Mapping demonstrates how Lean thinking can reduce process timelines and improve quality and delivery to schedule. In this session, you will map out real processes and learn about pre and post mapping tools to add to your personal toolbox. Did you know 70% of process improvements are not sustained? We tend to focus on the process side and forget about the people side of change. You will learn a simple 3-step process for change management and leave with an entire cache of tools to assist you through successful process improvement deployment and sustainment.Show similar events in:
Does the desire to act overpower the need to understand? Understanding the problem, the process, the people and the distinctions between the types of causes are all stepping stones to continuous improvement.Show similar events in:
“You get what you measure” is a truism among managers. Therefore, it is of critical importance that you “measure the right things” to get the performance you desire. In this case, the intended outcome is performance improvement. So, don’t get caught in the trap of using historical accounting measures to measure and motivate current and future performance improvements! Attendees should bring examples from your company of two successful and two not-so-successful measures for discussion that you would comfortable sharing with the group.Show similar events in:
People don’t want to make mistakes, but all workers make them. Learn how simple Poke-Yoke fool proofing may remove the possibilities for error. Production devices or design for assembly criteria can eliminate mistakes before they happen. Achieve the reliable, continuous flow of Lean manufacturing.Show similar events in: