Toy s R US research paper - Deadline is Sunday 6pm PST

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toys_r_us_lean_problem_solving.xlsx

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ORLOE Model Summary

	Operate	Review	Learn	Optimize	Execute
Purpose	Do the Work & Identify the Problem	Define the Problem	Determine Root Cause	Identify Solutions	Implement & Sustain the Solution
	Plan & perform the work. Identify gap between plan vs. actual condition.	Document & validate current state. Develop a clearly defined problem statement.	Identify all possible causes to the problem. Isolate critical few root causes to the problem.	Develop solutions that address the root causes to the problem. Ensure the solutions support the entire value-stream.	Communicate, train, and Implement the solution. Measure and monitor the impact of the solution.
Tollgate Questions	Do we know who the customer is, what they expect, and are expectations visible?	Did we "go see" to ensure a deep understanding of the facts?	Do we have the data, facts, and story required to identify possible causes?	Have we explored multiple options for solutions?	Do we have a visible plan in place with tollgates?
	Is there standard work in place for critical processes?	Do we need to implement immediate containment processes?	Have we identified all possible causes of the problem?	Is the chosen solution getting root cause of the problem?	Do we know what will go wrong and have we pro actively worked to prevent challenges from happening?
	Is there a visible plan for the activity today?	Have we collected data that are relevant, accurate, and visually formatted to allow effective inquiry into root causes of problems?	Have we isolated a root cause or a "critical few" root causes?	Does the solution fix the problem without "raising of the water level"?	Do we have a measurement system in place to show we are making progress?
	Is the current status of the process visual for all to see?	Did we map the process to understand it from a value stream perspective?	Has the root cause taken me out of my span of influence?	Do we truly understand the solution's impact to the entire value stream?	Do we have a plan for monitoring (Check and Adjust of the implementation)?
	Is there a process for gaps between plan and actual to be identified?	Does the problem statement clearly define the gap between plan vs. actual?	Did I identify the right team of people to devlop solutions to the root causes?	Is the solution aligned with corporate strategies?	Have we communicated the implementation plan to all people that need to know?
	Has a gap been identified as a problem that needs to go to the review stage?	Is the A3O completed effectively to define the problem?	Are the right team of people engaged and committed to collaborate around the root causes of this problem?	Is the right team of people engaged and committed to implementing the solution?	Did we celebrate success with the team?
Processes & Tools	Voice of Customer	A3O (A3 ORLOE Problem Solving Model )	Pareto - Critical Few	Future State Improvement Tools	Implementation Plan
	CTQ Checklist	Go See Management	Brainstorming	5S	Timeline
	Team Member Standard Work	Data Collection	Cause & Effect	Visual Management	FMEA
	Visual Management	Process Map	5 Why Analysis	Standard Work / Checklist	Dashboards
	Run Charts	Swim Lane Map		Quality at the Source - Error proofing	Communicaton Plan
	Scoreboards	Current State Value Stream Map		Velocity - One Piece Flow	Review Process
	Leader Standard Work			Leveled Flow
				Pull Systems
				Time and Motion Chart
				Takt Time Calculation
				Future State Maps & Gap Analysis
				XY Matrix for Prioritization

&G &"Verdana,Bold"&28O.R.L.O.E Problem Solving Methodology

O - A3O

A3O

Project Theme

A3 Sponsor

A3 Owner

Team Members

Last Upated

Operate

Optimize

Problem Description and Operational Impact:

Optimized Solution and Future State

What event caused the problem to be addressed?

What organizational goal will the solution support?

Do we know who the customer is, what they expect, and are expectations visible?

Y/N

Is there standard work in place for critical processes, and is it being followed?

Y/N

Is there a visible plan for the activity today?

Y/N

Is the current status of the process visual for all to see?

Y/N

Is there a process for gaps between plan and actual to be identified?

Y/N

Has a gap been identified as a problem that needs to go to the review stage?

Y/N

Notes:

Review

Process Map with Problem/Opportunity Starbursts

Have we explored multiple options for solutions?

Y/N

Is the chosen solution getting root cause of the problem?

Y/N

Does the solution fix the problem without "raising the water level"?

Y/N

Do we truly understand the solution's impact to the entire value stream?

Y/N

Is the solution aligned with corporate strategies?

Y/N

Is the right team of people engaged and committed to implementing the solution?

Y/N

Notes:

Does the problem statement clearly define the gap between plan vs. actual?

Y/N

Do we need to implement immediate containment processes?

Y/N

Execute

Did we "go see" to ensure a deep understanding of the process?

Y/N

Did we map the process, with all decision points and hidden factories?

Y/N

Next Steps and Gantt Chart

Do we need to collect data to ensure deep understanding of the process?

Y/N

Do we understand how this process affects other processes?

Y/N

Notes:

Learn

Root Cause Analysis

Do we have the data, facts, and story required to identify possible causes?

Y/N

Have we identified all possible causes of the problem?

Y/N

Have we explored multiple options for solutions?

Y/N

Is the chosen solution getting to the root cause of the problem?

Y/N

Have we isolated a root cause or a "critical few" root causes?

Y/N

Has the root cause taken me out of my span of influence?

Y/N

Does the solution fix the problem without "raising the water level"?

Y/N

Do we truly understand the solution's impact to the entire value stream?

Y/N

Did I identify the right team of people to develop solutions to the root causes?

Y/N

Is that team engaged and committed to collaborate around fixing the problem?

Y/N

Is the solution aligned with corporate strategies?

Y/N

Is the right team of people engaged and committed to implementing the solution?

Y/N

Notes:

O - SIPOC Template

Suppliers	Inputs		Process	Outputs		Customers
	Description	Requirements		Description	Requirements
Providers of the required resources	Resources required by the process	Quantitative requirements for each input	Top level description of the activity	Deliverables from the process	Quantitative requirements for each output	Stakeholders who receive the outputs and establish requirements

&G &"Verdana,Bold"&22SIPOC

Property of LeanCor, LLC; Confidential Information

O - A3Scoping

Project Theme	Project Sponsors	Project Leaders	Project Team Members		Estimated Schedule
Challenge Statement
Vision Statement
Value Proposition
Homerun
Voice of Customer		Current Condition		Desired Condition (Future State)
External:
Internal:
Measures		Project Scope	Stakeholders	Deliverables
Current:		In Scope:	Internal Functions Required:	What does the customer get?
Proposed (in addition to current):		Out of Scope:	Locations to Visit:

&"Arial,Bold"&24A3 Scoping &G

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O- Standard Work

Prepared By:

Title:

Rev.:

Approved By:

Doc No:

Page:

Page 1 of 1

Effective Date:

Approval Date:

Process Name -

Hebron LFC - ZF

Owners

N/A

No.

Work Description

Quality

Quality Key Points

Time

Safety Key Points

Takt Time

Standard WIP

SWIP = Safety = Quality =

Cycle Time

Illustrations

Check

Gage

Minutes

Seconds

Total Time:

Safety Instructions:

Recordkeeping Requirements:

Tools:

Record Title:

Certifications:

Record Title:

Special Instructions:

Record Title:

Day Shift Supervisor

Night Shift Supervisor

Operations Manager

Date

R - Data Collection Plan

	Y1	x1	x2	x3	x4	x5	x6	x6	x7	x8
Name of Factor
Type of Data
Measurement Method
Operational Definition
Response

&"Verdana,Bold"&24Data Collection Plan

R - Data Collection File

Focus Area	Data Source(s)	Data File Type ( format)	When (Plan)	When (Actual)	Status	Comments	Percentage Received
Example Focus Areas
Transportation Data	Data Source(s)	Data File Type ( format)	When (Plan)	When (Actual)	Status	Comments	Percentage Received
Continuous Improvement Process
Transportation Spend from GL
Carrier Contracts	Procurement	MS Word, MS Excel	1-Dec	15-Dec			100%
Past RFQs
Routing Guides
Org Structure (Transpt dept)
Documented Processes
Courier Freight File (Inbound, Internal, Outbound)
LTL Freight File (Inbound, Internal, Outbound)
TL Freight File (Inbound, Internal, Outbound)
Expedite Freight File (Inbound, Internal, Outbound)
Ocean Freight File (Inbound, Internal, Outbound)
Air Freight File (Inbound, Internal, Outbound)

&"Verdana,Bold"&26Data Collection Plan

Property of LeanCor, LLC; Confidential Information

R- VSM Shapes

		CUSTOMER
				Frequency
		TAKT Time (s)		PT
		Demand		WT
		Frequency
				Frequency
				PT
				WT
		STORAGE
		Quantity
		Time
				Frequency
				PT
				WT
		PROCESS
	Pitch Duration		OUTSIDE SOURCE
				Frequency
				PT
		PT	PT	WT
		WT	WT
		INV	INV
		FTQ	FTQ
		AVAIL	AVAIL
		VALUE-ADD?	VALUE-ADD?
	Lead Time (s)
				Frequency
Lead Time (s)				PT

R - Example Production VSM

Generic Production Value Stream Map - Example Excel Generated VSM

CUSTOMER

PLANNING

SUPPLIER

TAKT Time (s)

600

PURCHASING

Demand

Frequency

Daily

C/T (s)

600

C/O (s)

Uptime (%)

100

Yield (%)

99.3

Shifts

MANUFACTURING CELL MANAGER

Frequency

Daily

STORES

KITS

GOODS AWAITING TEST

AWAITING FINAL INSPECTION

FINISHED GOODS

Frequency

Daily

Quantity

INSPECTION

Time

6000

KITTING

Time

6000

ASSEMBLY

Time

6000

TEST

Time

6000

INSPECTION

Time

6000

SHIPPING

GOODS-IN

Quantity

Frequency

Daily

Time

6000

INV

FTQ

AVAIL

VALUE ADD?

LEAD

6000

TIME (s)

42000

VALUE

600

TIME (s)

600

L - Pareto Analysis

Orders / Customers	Frequency	Percent	Cumul %
Total

&G &"Verdana,Bold"&28Pareto Analysis Template

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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

L - Fishbone Template

Measurements

Materials

Man/Woman

Major Cause

Problem

Major Cause

Environment

Methods

Machines

&G &"Verdana,Bold"&22Fishbone Diagram

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Man

Machine

Problem

Man

L - 5 WHY Template

			10
Date of Issue:		Resolution Date:
Description of Issue:
Impact to Customer:
5 Why Analysis:	Why # 1
	Why # 2
	Why # 3
	Why # 4
	Why # 5
Root Cause:
Immediate Containment:
Long Term Solution:
Poka-Yoke:

&G &"Verdana,Bold"&22 Corrective Action Report

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O - XY Matrix

XY - Prioritization Matrix > Critical Variables	Gets to the root cause of the problem	Does not "raise the water level"	Aligned with corporate strategies	implementation within scope of control		Scale ( 1, 3, 5 )
Topic - Weighted Average						Total

&G &"Verdana,Bold"&26XY Matrix

&10Property of LeanCor, LLC; Confidential Information

O - XY Matrix with Formulas

	Criterias	Efficiency	Error Proofing	Capability	Visibility	measures	Transportation	Cust.Productivity	Inventory Mgt	Total	Rank
Items	Weight	15%	20%	5%	5%	5%	30%	15%	5%
Item 1										0	1
Item 2										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
										0	1
Score:	0=none, 5=high

O - FMEA Template

Failure Mode

Potential Effect of Failure

SEV (S)

Potential Cause of Failure

OCC (O)

Means of Detection

DET (D)

Risk Priority Number (RPN) (RPN=S×O×D)

Preventative Actions to be Taken

Prevent

Detect

What potential failures have the highest RPN?

Name

Title

Company/Department

Office Phone

Cell Phone

E-Mail

At what point do these errors become defects?

How can these errors be caught?

How can these errors be prevented?

Who needs to be involved in this implementation plan?

&G &"Verdana,Bold"&26FMEA Template

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Item

Area

O - FMEA Instructions

Failure Mode

Potential Effect of Failure

SEV (S)

Potential Cause of Failure

OCC (O)

Means of Detection

DET (D)

Risk Priority Number (RPN) (RPN=S×O×D)

Preventative Actions to be Taken

Prevent

Detect

What potential failures have the highest RPN?

Name

Title

Company/Department

Office Phone

Cell Phone

E-Mail

At what point do these errors become defects?

How can these errors be caught?

How can these errors be prevented?

Who needs to be involved in this implementation plan?

&G &"Verdana,Bold"&28FMEA Instructions

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Item

Area

2. Identify all the things that could go wrong in your process.

3. Identify the ultimate effect / result of what could go wrong

4. SEVERITY - Numerically describe the severity of the potential effect (1-5 Scale or a 1-10 Scale) The higher the number, the more sever the effect)

5. Drill down to determine the root cause(s) of what could go wrong

6. OCCURENCE-Numerically describe the likelihood that it will actually occur (1-5 Scale or a 1-10 Scale) The higher the number, the more the likelihood for occurrence)

7. Identify the poka yokes or preventable measures that are in place to detect or prevent the error

8. DETECTION-Numerically describe how likely your current processes will miss this error (1-5 Scale or a 1-10 Scale) The higher the number, the more the likelihood for a miss)

9. Calculate the RPN = Severity x Occurrence x Detection

10. Prioritize the RPN's from highest to lowest. The highest has the biggest potential for failure.

1. Assign a number and identify the area in the process

12. Identify the highest priority (the failure mode with the highest RPN). This is the potential failure that you will be focused on with the questions that follow.

13. Assign a time where these errors can become defects. This date/time should be used as a deadline to put in place the preventative measures.

14. What are the means of detection for these errors?

15. What are the preventative measures for these errors?

16. List all persons who will have any form of involvement in the implementation plan.

17. List all persons that are involved in this implementation plan along with their title, department or company (if supplier or customer), office phone, cell phone (if applicable) and email.

11. Begin putting preventative measures in place

E- Gantt Chart

Project :

Complete

Planned Completion Date

Start Date

On Time

Actual Completion Date

Planned End Date:

Danger

Who

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Week 9

Week 10

Week 11

Week 12

Week 13

Action

Guy C.

Comments

Start Date

Planned Complete Date

Actual Complete Date

Status

18-Jul-11

19-Jul-11

20-Jul-11

21-Jul-11

22-Jul-11

25-Jul-11

26-Jul-11

27-Jul-11

28-Jul-11

29-Jul-11

1-Aug-11

2-Aug-11

3-Aug-11

4-Aug-11

5-Aug-11

8-Aug-11

9-Aug-11

10-Aug-11

11-Aug-11

12-Aug-11

15-Aug-11

16-Aug-11

17-Aug-11

18-Aug-11

19-Aug-11

22-Aug-11

23-Aug-11

24-Aug-11

25-Aug-11

26-Aug-11

29-Aug-11

30-Aug-11

31-Aug-11

1-Sep-11

2-Sep-11

5-Sep-11

6-Sep-11

7-Sep-11

8-Sep-11

9-Sep-11

12-Sep-11

13-Sep-11

14-Sep-11

15-Sep-11

16-Sep-11

19-Sep-11

20-Sep-11

21-Sep-11

22-Sep-11

23-Sep-11

26-Sep-11

27-Sep-11

28-Sep-11

29-Sep-11

30-Sep-11

3-Oct-11

4-Oct-11

5-Oct-11

6-Oct-11

7-Oct-11

10-Oct-11

11-Oct-11

12-Oct-11

13-Oct-11

14-Oct-11

Example Action Item

7/19

7/21

&G &"Verdana,Bold"&28Gantt Chart

E - PDCA - Control Plan

Input Variable	Improvement Description	Control Method	Control Description	Accountability	Date Effective	Status *	Leadership Support Issues
	(how will the input variable function under the new process)		(how will the input variable be controlled, including freqency, reaction plan, expected results)			(R, Y, G)
*Status Column is to indicate progress on implementation vs. plan.
Green status would indicate implementation of control is progressing as planned.
Yellow status would indicate implementation is behind schedule, but no major barriers to implementation are encountered.
Red status would indicate that implementation of control is behind schedule due to major barriers. Barriers should be documented under leadership support issues.
Blank status would indicate the implementation has not yet been initiated.

&G &"Verdana,Bold"&22Control Plan Template

Property of LeanCor, LLC; Confidential Information

E- Meeting Agenda

MEETING AGENDA
Meeting Title:
Date:			Location:			Action Items:
Time:	Start		place or dial-in:			#	Task:	Who:	When:
	End					1
Meeting Purpose / Desired Outcomes:						2
1						3
2						4
3						5
4						6
5						7
Meeting Roles and Participants:			On-Time	Informed	No Show	8
Facilitator - Leader:						9
Monitor - Drive Focus:						10
Scribe - Action Taker:						11
Timekeeper - On Track:						12
Additional Participants:						13
						14
						15
						16
						17
						18
						19
						20
						21
						22
Pre-Meeting Preparation:					Who:	Parking Lot:			Who:
1						1
2						2
3						3
4						4
5						5
						Key Points and Decisions:
Start:	Who:	Topic:				1
						2
						3
						4
						5
						6
						7
						8
						9
						10
Meeting Check / Adjust					G / Y / R	Comments
Did the meeting accomplish its purpose?
Did everyone show up on-time & prepared?
Did everyone participate?
Were we disciplined to our Roles and Responsibilities?
Did actions from last meeting get done?
Did we uncover new problems and opportunities?
Did we assign action to solve problems (what / who / when)?
How will we improve next time?

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