Project Management


Using A3 to Get Buy-in while Improving Your Business By Jim Mullen, Production Planning Manager, Nosco


Today, continuous improvement is essential in business to not only survive but thrive.


But let’s face it, continu- ous improvement means change, and change is something that people do not embrace. We fear it even though it is a constant and a must for


The Magazine 6 3.2017


survival. As leaders, how do we effectively gain buy-in when making these changes? “Leave your brain at the door” was a message commonly sent in the past— otherwise known as top-down management. This is where we ask people to do what they are told without enlisting their engagement. Times have changed, and we have to change with them.


Leaders need to hone the skill of elevating employee engagement. It is the best way to make things happen quickly. Historically, people have accomplished great things together. How we lead our project manage- ment teams is the key to accomplishing great goals within our business.


The realization is that the people who do the work know it best, yet their knowledge might not be considered when changes are made. This can result in missing out on solutions or running the risk of people nodding yes in meetings but not instituting the changes on the floor. Properly conducting project management is the key to getting involvement and gaining buy-in from your people.


The Initial Meeting First, you need to enlist some of the people who do the work in the project meeting. Try to identify and


include some “on the floor” leaders within that group. These are people who carry moral authority and are looked up to by their peers. Also include someone from another step in the process to give a fresh out- side look at what you are trying to accomplish. Keep things on track and capture those ideas that are not pertinent to the current project. These can be oppor- tunities for improvement for another day.


The A3 Process I have found that using the A3 Process is best in order to shape the path of continuous improvement while also communicating the status from start to finish to the rest of the workforce. It outlines the following path:


Present state or problem. This is the equivalent to the “You are Here” point on the map. Where you are now is not a bad thing as it got you to where you are today. However, doing the same things will get you the same results, so therein lies the need to improve in order to get better results.


The goal. This is where you want to go. If it is a compelling goal, then you won’t know how you’re going to get there, which is OK. You and the team will figure it out.


Identify the root cause to the problem. This is very important because if you are successful here then you have the opportunity to truly make the problem go away once and for all. Lean tools such as the fishbone diagram, 5 whys, and the job method breakdown can be used to help the team uncover the root cause and then attack it.


Countermeasures. What are you going to try to reach the goal? Engage the team for ideas on this. This is where PDCA (Plan, Do, Check, Act) can be used. What


SOLUTIONS


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