A3 Report Writing Toyota’s preferred method ofA3报告写作丰田的首选方法.ppt

4/19/05,1,A3 Report Writing,Toyotas preferred method of written communication,Copied from the Toyota Auburn Hills Training package.For Delphi Use Only.,Delphi Course#62004527,4/19/05,2,A3 Report Writing Agenda,IntroductionsHistory of ToyotaObjectivesModule 1:Toyota Principles/CharacteristicsModule 2:A3(&A4)TypesModule 3:Standard ElementsCreating an A3Wrap-up/Review,4/19/05,3,Toyota History,Sakichi Toyoda Invents an automatic loom(1894)Sakichi Toyoda decides to enter the car market(1920s)Kiichiro Toyoda devises the just-in-time system of productionChange name to Toyota(1936)Taiichi Ohno transferred from Toyoda Spinning&Weaving to the Toyota Motor CompanyFirst cars shipped to US in 1957Second best selling nameplate in US(1970)Began truck bed fabrication and vehicle assembly(mid 70s)NUMMI vehicle manufacturing(1986)Today Toyota is one of the 10 largest companies in the world.,4/19/05,4,Objectives,Understand importance of A3 reporting standardLearn the 4 basic types of A3 reportsLearn the elements of each type of reportStudy the layout and formats of A3sPractice developing and writing an A3,4/19/05,5,Module 1:Toyota Principles,Practical Problem Solving,PDCA,4/19/05,6,Module 1:Toyota PrinciplesBenefits of using the A3 Format,1.KaizenClarifies the goalShows the standard and deviationForces addressing all issuesOutlines new goal and method to reach it2.Front-line Decision MakingGrasp the situationShows facts/dataShows decision processShows options,4/19/05,7,Toyota PrinciplesBenefits of using the A3 Format(cont.),3.Cost ConsciousnessShows cost analysisShows alternativesSupports cost justification(ringi-sho)4.Process ManagementA-3 is a STORY about the LOGICAL THINKING PROCESSA-3 shows“grasp the situation”Helps management understand process usedEstablishes vital points,4/19/05,8,5.Management based on PhilosophyRelates topic to company,divisional,annual goalsMakes us ask,“Why do this?”6.Toyota Associate Development(Respect for the value of people)Teaches thinking processFosters 2-way communicationTool for constructive approach to needed countermeasures,improvements:depersonalize issuesAids in objective evaluation of associates information handling skills and logic,Toyota PrinciplesBenefits of using the A3 Format(cont.),4/19/05,9,Toyota PrinciplesBenefits of using the A3 Format(cont.),7.Teamwork&CommunicationStandard form facilitates communicationAll can understandAll have same informationSimple,brief,clearCan be done collectivelyAllows“3-D”communication,Manager,Team Member,Inside,Outside,Future,Past,4/19/05,10,What is Nemawashi?,“To dig around the root of a tree to prepare for transplanting”,4/19/05,11,Nemawashi Model,Determine the NeedEstablish RapportAssess(Grasp Present Situation,Get Info)Offer a Proposal(Give Info)Negotiate Agreement/Next Actions(Merge)Check for Consensus,4/19/05,12,Background,Problem Solving format surfaced in the early 1960s after Demings visitUtilized within Q.C.circles for shop problems(supports TPS)A-3 use evolved in Toyota Management during 1970s with direct focus on reader understanding,4/19/05,13,Toyota CharacteristicsReflects Companys Vision(Image),OperatingPrinciples,Stated Philosophy,Underlying Beliefs,Values,Assumptions,Ground Level,4/19/05,14,Initial Problem Perception(large,vague,complicated problem),Clarify the Problem,The“Real”Problem,Look for CauseTrack back,go see,Root Cause,Direct Cause Cause Cause Cause Cause,Why?Why?Why?Why?Why?Why?,Grasp theSituation,CauseInvestigation,Basic Cause/EffectInvestigation,Investigation to Root Cause,Countermeasure,4/19/05,15,Changes in the Environment+New Company Goals/Needs=Grasp the Situation(Root Cause),4/19/05,16,PlanIdentify SituationAnalyze Situation,DORecommendCountermeasuresImplementation,CheckFollow-up,ActionStandardize orStart Again,The Relationship between Process and Proposal,Situation,Target,Countermeasures,Implementation,Follow-up,Theme,Analysis,4/19/05,17,Reflection Module 1,Quick Quiz,AnyQuestions?,4/19/05,18,Quick Quiz Module 1,1)What are Toyotas,Operating Principles?,Stated Philosophies?,Underlying Beliefs,Values,Assumptions?,4/19/05,19,Quick Quiz Module 1,2)List the 5 steps of Practical Problem SolvingStep 1:_Step 2:_Step 3:_Step 4:_Step 5:_,4/19/05,20,Quick Quiz Module 1,3)List the 5 steps of PDCAStep 1:_Step 2:_Step 3:_Step 4:_Step 5:_,4/19/05,21,Module 2:Types of A3s?,4/19/05,22,When To Use a Story Board(A3),Anytime you wish to clearly tell a storyEspecially when you wish to simplify or clarify a complicated story.,4/19/05,23,WHAT is an A3?,An A3 is a one-page report used by Toyota that includes all information needed for the reader to:make a decision on a stated PROPOSAL or PROBLEM,orto communicate the STATUS of,or plans for,a specific goal,7,SITUATIONANALYSISCOUNTERMEASURE,PLANFOLLOW-UP,THEME OF A3,Toyota does not teach a set format Guidelines are established such as the inverted“N”flow to the right Every Toyota associate receives A3 Training,SIGNATURE BLOCK,4/19/05,24,WHY Use the A3 Format?,BECAUSE AN A3 REPORT.,4/19/05,25,Tell a StoryFlowSimpleFollows PDCA or PPS or DPSBased on Facts,Not OpinionClear and ConcisePicture is Worth a Thousand Words(Graphics),Vital Parts of an A3,4/19/05,26,Types of A3/A4s,1)Problem Solving Story,2)Proposal Story,3)Status Report,4)Informational Story,4/19/05,27,Types of A3 Reports,P.S.Story,ProposalStory,StatusStory,InfoStory,Report Types,Problem Consciousness,Current Situation,4/19/05,28,Tell a Problem Solving StoryWhen:,A plan,goal or standard is not being met.,4/19/05,29,Problem Solving Story,4/19/05,30,Problem Solving Report Story,Signature Block,4/19/05,31,Tell a Proposal Story When:,There is no plan or goal but there is a company value which needs to be addressed.A plan or goal existed,but situation has changed and a new goal,policy or plan needs to be made.A new direction or policy is made and a goal/plan must be made to address it.,4/19/05,32,Proposal Story,4/19/05,33,Proposal Story,Title or Theme:,III.Plan,Required Reason for Expected ResponsibilityCondition Required Effect ConditionWhat/How Why What WhoCost,V.Implementation,How to deploy planSchedule/Timeline,4/19/05,34,Proposal Story,Title(Project),I.Background&Basic Concept,II.Selection of the Plan,Option A,Option B,D,D,X,III.Example of other companies,A _ B _,IV.Contents of the Plan,Timing _ _Members _,_,_Cost _Curriculum Expected Effect _(),V.Implementation Schedule,0,0,D,D,Legend:Preferred Slight risk High Risk,D,X,4/19/05,35,Tell a Status Report Story When:,Establishing activities for a new goalReporting on the major points of large goalsAnnual plansMid&year end reviewsMonthly vehicle status report,4/19/05,36,Status Report Story,Theme:,I.Background,Reason for choosing Theme,III.Implementation,Objectives Activity Achievements Eval-Future expl.uation Problems,IV.Total Effect,Impact to dept/company,expected benefits,II.Objectives,Vital points of strategy or policy,D,X,Legend:Preferred Slight risk High Risk,D,X,4/19/05,37,Informational Story Presentation,Definition:An Informational Story Presentation is a story that summarized the current situation only.It does not include an evaluation component.Requires no problem consciousness Freedom to choose different types of format Must be verified Visualization is a very important part of the processPurpose:Informational Stories are used to convey general information to any audience,inside or outside the company.,4/19/05,38,Reflection Module 2,Quick Quiz,AnyQuestions?,4/19/05,39,Quick Quiz,1)List the 4 basic types of A3s1:_2:_3:_4:_,4/19/05,40,Quick Quiz,2)You are requesting to purchase a new piece of“capital”equipment.What type of A3 would be best suited for this situation?_,4/19/05,41,Quick Quiz-Proposal Story,III.,Required Reason for Expected ResponsibilityCondition Required Effect ConditionWhat/How Why What WhoCost,IV.,Unresolved issuesHow to overcome obstaclesi.e.How to negotiate with related departments,anticipated problems and resolutions,V.,How to deploy planSchedule/Timeline,3)Fill in the title blocks,4/19/05,42,Quick Quiz,4)Name at least two things all A3/A4 reports have in common?_,4/19/05,43,Module 3:A3 Vital Points,4/19/05,44,Module 3:A3 Vital Points,Plan time to grasp the ENTIRE situation:Consider a wide range of information sourcesConsider others involved NemawashiBase story on facts,not opinion aloneConsider the long-term effectDecide what kind of story you need to tell:Write to your audienceConsider needs,knowledge of situationRelate the story to company values,philosophy,4/19/05,45,A3 Vital Points(continued),Make your story flow in a logical sequence.Include only points needed to tell the story.Save words use graphs and visuals to tell your story when possible.Clarify the accuracy of the data used.Make every word count be specific,avoid specialized language.Consider visual effect of each box on the page in helping you tell the story.,4/19/05,46,Layout GuidelinesOne Page(A3)Reporting,I.Title,Signature Boxes,Author and DateTitle PlacementPlace in top left or top center of page(top left is preferable because it ensures that the title is still visible if the sheet is tri-folded)Clearly indicate the subject and purpose of the report,TitleSignature BoxesAuthor:Date,4/19/05,47,Layout GuidelinesOne Page(A3)Reporting(Cont.),Signature BoxesPlace in top right corner of reportBoxes are to display approval from managementSignatures should appear highest to lowest in rank order(left to right)Author and DateClearly indicate the source and age of the reportPlace on top right side of report,4/19/05,48,II.BoxesClearly separate boxes and follow the logic flowAllot space according to importance of item(ex.More space for analysis or countermeasures based on what you want to emphasize.)What is important for the reader?Allow for margins and space between boxesLeave space on left for three hole punchingLine up box edges where possible,4/19/05,49,III.Size and Font of TextKey point is readabilityMaintain same fonts or typestyles throughout(one for headings,one for body text)If you will be reducing any text or graphics,use larger typeTypical Font SizesHeadings=12 point minimumBody Text=10 pointNote:One Font Type,4/19/05,50,IV.Numbering(or bullets)and Line SpacingUse numbered lists(or bullets)instead of sentences and paragraphs.Numbering makes items easier to reference in discussionThe order of numbered items should be based on importance,sequence,or time.Leave a blank line between each number or bullet for readability and flow.,4/19/05,51,Use of Bulleted Lists,Example:Less effective:Due to new vehicle line-off in June,which will run parallel with other vehicle production,it will be necessary to improve the layout and system of operation in our plant.Better:A new vehicle line-off will begin in JuneIts production will parallel our current productionImprove the plant layout and operation,4/19/05,52,V.Underlining or Bolding TextUse underlining or bolding of text to focus attention on key pointsReader should be able to grasp the story by only following the bold information,New Equipment for 94 Model,BackgroundNew Model start/93,ObjectivesNeed new equipment,SchedulePilot build 1/93,Effects:Cost$3 million,Future Actions:Find vendor 6/92Install12/92,A3 Report WritingConstructive Analysis of A3/A4s,A3 Report WritingChoosing the right chart or graph,4/19/05,55,Goal:To increase department participation in contributing to the United Way campaign.Which of the four graphs works best?,Graph 1,Graph 2,Graph 3,Graph 4,4/19/05,56,Key Points for Graph Preparation,Use charts,graphs,and pictures to visually represent data.Select the data and graph appropriate for your objective.Choose a clear and concise title.Determine how much history should be shown to represent the trend.Determine the order of each item in the graph.Label the axis(vertical and horizontal units of measure).Include a legend of symbols if applicable.Indicate the data source and date on the graph for easy reference.Use the appropriate scale(vertical axis).Show standard(GOAL)if possible.Show the exact number for the data points if it does not make the graph too busy.,4/19/05,57,VI.Charts and Graphs,EXAMPLE:Less Effective:Cars produced May 28,1998White 35;Red 40;Blue 10;Teal 10;Grey 5;Lt Blue 5,Better:,4/19/05,58,VII.Check for Overall Balance,Hold the paper at arms length:Is it neat overall(uncluttered)?Is there enough white space within and around boxes?Are the boxes balanced on each side?Is there a good mix of text and graphics?,VIII.Give Report to a Colleague for Comments,Can they understand it?Do they recognize the purpose?Is it a strain on their eyes?Did they find any mistakes?,4/19/05,59,When you dont know what youre talking aboutWhen youre trying to hide the truthWhen you want to impress your professorWhen you own Xerox stockWhen you wish to create a clerical staff empireWhen you need to fill up your timeWhen you get paid by the wordTo combat the“Lonely In-Box Syndrome”To put your audience to sleep,When To Use A 50-Page Report,4/19/05,60,Key Points to Take Away,The burden is on the subordinate to convince the manager therefore,must tell a convincing storyThe manager must educate and lead,but not tell the subordinate what to do,therefore,must ask the right questionsA3 is a tool that supports both and helps with the original question,why does lean take so long,why is it so difficult.This is the missing engineThe purpose is to practice developing a convincing story&asking questions,4/19/05,61,WHY Use the A3 Format?,4/19/05,62,VISUALCONTROLS,Because its a Standardized Format-Visually User Friendly,Ties Into The Delphi DMS and I&CIM Initiatives,ERRORPROOFING,Concise,Clear CommunicationEasier To Spot Defects-less to review,LEAD TIMEREDUCTION,Promotes Quicker Decision Making-less reading of material,STANDARDIZEDWORK,A3 is a Standardized Approach To Business CommunicationUsed To Develop People,Standardized Format;one type of form used by all,QUICK SET-UP,Standardized Format;easy tool;familiar layout,Eliminates WasteLowers CostsImproves Profits,REDUCTION IN VARIATION,Summary Benefits of an A3?,A3 Reporting WritingGroup Exercise,