We started to see immediate results when we implemented the temporary
countermeasures [point to the first graph of units per hour in “Results of Activity”].
We completed a simulation of the new work layout and proved the result as well,
and when the layout changes were made, the units per hour increased. For the past
four weeks our units per hour has been consistently above the goal, and our
process has stabilized. Also, our overtime costs and late shipments have been
reduced [point to graphs]. We were not specifically targeting floor space reduction,
but did get a reduction when the layout was changed [point to bulleted statements
in “Summary of Results”]. [End of the Results of Activity section.]
Although these results were sufficient to achieve our goal, we have identified
further opportunities for improvement [point to “Future Steps” section]. We can
install an automatic unloading device on the machine and further reduce the han-
dling time, which will reduce the cycle time. There are additional opportunities for
dirt containment, and we will continue to reduce the need for cleaning in the work
area. We have other issues that cause late shipments, and we have targeted that as
the next improvement activity to tackle. That team will begin to evaluate the situ-
ation next week. [The end!] Are there any questions or comments?Final Comments on A3s
A disadvantage to the 11-by-17-inch A3 is that though it is almost the size of two
81 ⁄ 2 -by-11-inch pages together, the layout is different (landscape versus portrait).
This causes sizing problems when trying to copy and paste an A3 from Excel
into another format. When an A3 is copied and pasted into a space with a dif-
ferent aspect ratio (from 11-by-17 to the layout of this book, for example), the
resulting changes to fonts and graphs may not be desirable. When you print an
A3 to 8^1 ⁄ 2 -by-11 paper, the printer will automatically adjust to 64 percent, and the
resulting copy may have very small print. If you paste into PowerPoint, some
details may be lost because of this aspect ratio difference. Partly for this reason,
and partly to eliminate even more waste, parts of Toyota have been moving to
A4 reports (8^1 ⁄ 2 x 11). Most of the American Toyota associates we know who have
struggled to learn to get information down to an A3 format are horrified by the
thought of an A4 report.
But more important than the size of the reports and the technical details in
crafting and printing them is that the A3 is only as good as the process that gen-
erates it. Without a good problem-solving process, you will not get a good A3
report. Behind the scenes, a key to generating an A3 report is nemawashi—the
process of getting consensus. The nemawashi can be viewed as a type of ringi sho—
a proposal being circulated. Each time a person looks at it, he or she will have some
reactions and some input. If you are not open to the input, there is no point in
showing it to them. The A3 is then modified as you go. In some cases it’s the
product of a team project, and the team must all agree to the report. By the time
the A3 is presented to an executive group for decision making, everyone in the
Chapter 18. Telling the Story Using an A3 Report 387