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The Narrative A3 Method

www.alessandrolotto.com
by

Alessandro Lotto

on 6 May 2014

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Transcript of The Narrative A3 Method

Meet the entrepreneur and the enterprise

Define the objectives and timings

Identify allies and hostiles

Understand the organization

Launch the first steps

Manage the changes

Exit
The Temporary Manager must:

I start with the technical director, reading him the A3 and asking him his honest opinion
First it is necessary to know the company and its management from which the DOMINANT FUNDAMENTAL STRATEGIC OPERATIONS can be drawn
quindi:

la SWOT Analysis

il POSIZIONAMENTO

gli ECONOMICS

il MODELLO di BUSINEss (di arrivo)
Opportunity
Risks
STRENGTHS
WEAKNESSES
Incentives for renewable energy
Increasing Environmental awareness
Rising costs of oil and gas
Distributed electricity generation
Excessive incentives -> volatility
New Technologies
Public sector -> delayed payments
EC: Reputation/History of the Brand

CS: Ability to customize

HR: Key, high profile figures
EC: Lack of control by Management
Continuously falling margins

CS: Systematic delivery delays

HR: Internal communication

TOP Offers/Orders -
Commercial "Spot"
LOBBYING/NETWORK
HOW I WANT IT:
Range
WHEN I WANT IT
Present
PREVENTING ME GETTING WHAT I WANT
AT THE PRICE I WANT
Present
A - Range
B Small
C BenchMark
A - Range
B Small
C BenchMark
PLACEMENT
Partners
Key activities
VALUES
Key Resources
Cost Structure
Revenues
Client Relations
Canali
Customer Segmentation
COMPANIES waste energy from processes
(50k-250k)
JOINT district heating (250k - 750k)
SOCIAL VEHICLES for cogeneration (750k - 3mil)
Exploiting waste from industrial processes
Distribute within the TERRITORY, instead of to suppliers of oil and gas
INCENTIVES for KYOTO targets
RESEARCH AND DEVELOPMENT
LOBBYING
DIRECT MARKETING
PARTNERSHIP with the timber industry
GENERAL CONTRACTOR
BANKS
NETWORK
WEB
KEY ACCOUNTS
NETWORK
PAYMENTS ON MILESTONES
MAINTENANCE
PERSONNEL
R&D Lab
OUTSOURCING
INDIVIDUAL CONTRACTS
BUSINESS MODEL
Income
Balance Sheet
Cash Flow

medium-term activiy
(short to mid term activity)
(short term activity)
DIVERSIFY
DELAYS
COSTS
MARKETING
SWOT ANALYSIS
WEAKNESSES:
Missing left arm, depends on the other one
STRENGTHS:
Determination
Concentration
OPPORTUNITY:
WIN the tournament
RISK
Lose the Tournament
ineffectiveness of moves
Cannot defend against counter-moves
Trust in a mentor
Perfection of right arm movements
Dedication
Strategy
EXPERIMENT:

Let's try to define a SWOT analysis for a brave young boy who, despite having been deprived of his left arm, asks his sensei to draw up a strategy to allow him to win a Judo tournament.
SWOT Analysis
WEAKNESSES:
STRENGTHS:
OPPORTUNITY:
RISKS:
The Sensei decides to teach the boy just one move, which he practices hundreds of times every day even though the motive is inexplicable, and relies heavily on the mentor. His dedication and the concentration which he applies to his only arm leads him to perfect the move after some months.

The day of the tournament nobody can believe their eyes, the little boy crushes his opponents, winning the trophy in the end!

Many people went to the master and asked: "what is the reason for this seemingly irrational choice?"
The master responds: I taught him the most difficult Judo move
to succeed it is necessary to identify many critical "strategic" elements, those which do not inspire or communicate ...
further elaboration is required to identify the so-called:
for which the only counter move is to grab the left arm
I share the objectives with the owner, now is the moment to enter into the scene of the A3 Method ...
BUSINESS CLIMATE
in order to excel
STABLE MARGINS
to invest in R&D/Marketing to support diversification of products and markets.
DELIVERY
fast personalized products
TRUE NORTH
-50% email/contracts
0 weeks late
Average margin of 30%
Strengthen Leadership
SCENARIO
CURRENT STATE
Analysis
OBJECTIVES
PLAN
link between countermeasures and cause - Visual Tools
Concreteness
Intention
expressed as data - not as countermeasures
Scene of the action
0 delays
30% Margin
(- 25% overtime)
Action/Timing/Results/Responsibilities
external narration
Gap->please explain
standard
OWNER
internal narration
Leadership
- 50% exchange mail
Jan - Feb - Mar - Apr - May - Jun - Jul - Aug - Sept - Oct - Nov - Dec
(- 30% administration)
Alessandro Lotto
EXERCISE: Our first A3 from the title:
"Waste in the packaging area"
Iniziamo da un foglio Bianco:
SCENARIO
CURRENT STATE
ANALYSIS and COUNTERMEASURES
OBJECTIVES
FUTURE STATE
PLAN
CHECK - IMPROVE
let's look at the compilation process of the "Mother A3 by an interim manager employed in the strategic - operational reorganization of a company worth nearly 20 million euros in turnover and with 70 employees.
or that set of objectives which can TRULY be felt by everyone as targets belonging to them ...
and that it is necessary to translate into figures
we also have a very clear idea of the section targets
now is the time to enter into the scene of the Temporary Manager ...
TRUE NORTH:
Change produces different effects in people, effects that often lead to clearly interpretable behaviour
to obtain a picture that is as objective and complete as possible we will use the traditional strategic tools:
Objectives that can and MUST be presented and shared with the entire organization from the beginning,
BUSINESS CLIMATE
to excel

MARGINALITY
to invest in R&D/Marketing to support the diversification of products and markets

Delivery Time
fast personalized products

-50% mail/commessa
0 late weeks
Average margin of 30%
of which I will take note ...
HOSTILES:
---
---
----

ALLIES
---
---
---

NEUTRALS
--
now is the time to engage with people in individual interviews
from which we gain a first draft of the process map
and an idea of the predominant mental models ...
OBJECTIVES
FUTURE STATE
Intention
express in data, not as countermeasures
Anticipation of the future
0 lates
30% Margins
(- 25% outstanding)
Visual Tools
(- 50% mail change)
(- 30% administration)
SCENARIO
CURRENT STATE
Analysis
For 40 years, the business has produced small sized biomass boilers, until 2003, the year in which was acquired by a brilliant young entrepreneur with a Berkeley MBA who decides do implement an ambitious plan which in fact sextupled the size of the company to 18 million euros, the power of the boilers increasing with a similarly impressive pace.
The staff, however, is having to cope with the development without an adequate IT support which has remained the same from when the company was much smaller in size.
The entrepreneur, heavily involved on the commercial side, is conscious that it is necessary to invest in human resources and infrastructure, but the decision process is slowed down by the lack of an effective system of cost control which gives us a true sensation of the continually changing product margins
Turnover
2009
2010
Margins
Latemess of deliveries
Revenue - Costs = Growth
UNEXPECTED COSTS
LACK OF COST CONTROL
There are no data of the management
INCORRECT DEFINITION OF SALES PRICE
Title:
Only 30% of the functions of the management system are being used
38%
25%
% Objective margins
0 gg
late days goal
2008
30%
2007
2009
2010
2008
2007
3 weeks
18mil
20%
LATE PENALTY
For 40 years the company has produced biomass boilers of small proportions, until 2003, the year in which it was acquired by a brilliant young entrepreneur with a Berkeley MBA, who decided to implement an ambitious plan to increase the company by six times in size, to a current 18 million euros.

The entrepreneur, heavily involved on the commercial side, is aware of the urgent necessity to invest in human resources and infrastructure but the decision process is slowed down by the lack of an efficient system of cost control, which gives a real sense of the margins of the continually changing products.
Turnover
2009
2010
Margin
% goal margin
2008
2007
from which we get an early version of the SCENARIO and the CURRENT STATE obtained from the dialogue with the owner
Lift all prices
Reformulation of the delivery timetable of all machines
make the customer pay for any change not agreed
Head of ICT change
as soon as problems are identified, the staff indicates the solutions to me
during the talks I write the contributions of each directly on the A3
now it is necessary to see for myself
OBIETTIVI
STATO FUTURO
Intenzione
espresso in dato - no contromisure
Anticipo del Futuro
0 ritardi
30% Margine
(- 25% straordinari)
Visual Tools
- 50% scambio mail
(- 30% somministrati)
2009
2010
2008
2007
Of the management system, only 30% of functions are used
2007
2008
2009
Lateness of deliveries
0 gg
target late days
2010
3 weeks
For 40 years, the business has produced small sized biomass boilers, until 2003, the year in which was acquired by a brilliant young entrepreneur with a Berkeley MBA who decides do implement an ambitious plan which in fact sextupled the size of the company to 18 million euros, the power of the boilers increasing with a similarly impressive pace.
The staff, however, is having to cope with the development without an adequate IT support which has remained the same from when the company was much smaller in size.
The entrepreneur, heavily involved on the commercial side, is conscious that it is necessary to invest in human resources and infrastructure, but the decision process is slowed down by the lack of an effective system of cost control which gives us a true sensation of the continually changing product margins
make the client pay for all non agreed changes.
reformulate the delivery timetable of all the machines
lift all prices
LATE PENALTY
20%
18mil
30%
% Objective margins
25%
38%
Title:
INCORRECT DEFINITION OF SALES PRICE
UNEXPECTED COSTS
Revenues - Cost = Growth
Margins
Turnover
ANALYSIS
CURRENT STATE
SCENARIO
it is evident that the lack of verbal communication replaced by numerous emails is one of the most important causes of the problem
On average, each job requires a flow of inter office emails
I report what i saw on the A3
OBIETTIVI
STATO FUTURO
Intenzione
espresso in dato - no contromisure
Anticipo del Futuro
0 ritardi
30% Margine
(- 25% straordinari)
Visual Tools
- 50% scambio mail
(- 30% somministrati)
2009
2010
2008
2007
Of the management system, only 30% of the functions are used
2007
2008
2009
Lateness of Delays
0 gg
days late goal
2010
3 weeks
For 40 years the company has produced biomass boilers of small proportions, until 2003, the year in which it was acquired by a brilliant yound entrepreneur with a Berkeley MBA, who decided to implement an ambitious plan to increase the company by six times in size, to a current 18 million euros.

The entrepreneur, heavily involved on the commercial side, is aware of the urgent necessity to invest in human resources and infrastructure but the decision process is slowed down by the lack of an efficient system of cost control, which gives a real sense of the margins of the continually changing products.
lift all prices
LATE PENALTY
20%
18mil
30%
% Objective margins
25%
38%
Title:
INCORRECT DEFINITION OF SALES PRICE
lack of cost control
UNEXPECTED COSTS
Revenue - Costs = Margin
Margins
Turnover
ANALYSIS
CURRENT STATE
SCENARIO
On average each job requires a flow of 80 - 120 emails a day
now its the time to go into production departments
Incorrect product made
PEOPLE
lack of standards
lack of communication between offices
lack of a figure of coordination
lack of sensibility on the operational aspects of the owner
we agree on the importance of appointing a leader among the intermediate figures that lead staff
PROCESS
MACHINES
MATERIALS
MEASURES
I start with the offices
it is evident that beside the fundamentals of Lean Thinking, there is no leader available to motivate staff.

at any level ...

and ask some questions
During the numerous and honest conversations with industry professionals and department heads I correct the A3 in real time
30 of personnel are administrated
Lack of motivation on the part of employees and heads of department
lack of STANDARD
scheduling of orders not visible
heavy use of administration
lack of management in the department
lack on the part of the manager of a strategic approach to operations
reformulation of delivery timetable for all machines
Incorrect allocation of contracts to the MOD
lack of training/
sensibility
once again we need to meet some key people, in particular those who reacted with hostility
OBIETTIVI
STATO FUTURO
Intenzione
espresso in dato - no contromisure
Anticipo del Futuro
0 ritardi
30% Margine
(- 25% straordinari)
Visual Tools
- 50% scambio mail
(- 30% somministrati)
2009
2010
2008
2007
of the management system, only 30% of functions are used
2007
2008
2009
Lateness of deliveries
0 gg
days late objective
2010
3 weeks
LFor 40 years, the business has produced small sized biomass boilers, until 2003, the year in which was acquired by a brilliant young entrepreneur with a Berkeley MBA who decides do implement an ambitious plan which in fact sextupled the size of the company to 18 million euros, the power of the boilers increasing with a similarly impressive pace.
The staff, however, is having to cope with the development without an adequate IT support which has remained the same from when the company was much smaller in size.
The entrepreneur, heavily involved on the commercial side, is conscious that it is necessary to invest in human resources and infrastructure, but the decision process is slowed down by the lack of an effective system of cost control which gives us a true sensation of the continually changing product margins
raise all prices
LATE PENALTY
20%
18mil
30%
% Objective margins
25%
38%
Title:
lack of cost control
UNEXPECTED COSTS
Revenue - Cost = Margin
Margins
Turnover
Analysis
CURRENT STATE
SCENARIO
On average each job requires an influx of 80-120 intra office emails
30% of the staff in the department is administered
lack of motivation of department personnel including heads
lack of STANDARD
contract schedules not visible
strong use of administration
lack of management in the department
lack on the part of a manager of a strategic approach to organization
Incorrect allocation of MOD contracts
lack of training/sensibility
DESIGN errors
innovation risk unmanaged
Poor information sharing
Saturation
lack of awareness/cost control
lack of awareness/control of CHANGES IN PRODUCT
it is also clear the R&D projects are started in complete independence
it is clear that the function of the Director is stressed by the continuous customizations that business calls for without being aware of the resulting complexity
I give him a copy of the A3, asking him to add to it anything that may occur to him IN ANY SECTION
it is time for the Head of Service who I decide to meet in the department where, after having read him the current review of the A3, we begin a long discussion about the cause of continual adaptations the client faces, on a sheet affixed to a wall.
he is surprised that I note his additions there and then on the A3, making it look rather scrawny
from a similar conversation with the head of IT, I complete the picture of the structural deficiencies of the company,

it should be noted that up to now I have only ever had face to conversations so I am the one overall picture of which I seek a COHERENT NARRATIVE rather than a pragmantic validity

I can now bring out renewed strength and leadership, in what I have decided will be my work group: my TEAM .

to whom, after having told them about my current version of the A3, I ask to imagine a FUTURE STATE ...
sentiamo la descrizione dell'azienda dal punto di vista della proprietà...
PLACEMENT
ECONOMICS
the BUSINESS MODEL
Elements of LEAN THINKING
LEADERSHIP
VISUAL TOOLS
LINK between Solution and Cause
Model of Management
GAP: Please explain
SCENARIO
CURRENT STATE
ANALYSIS
OBJECTIVES
FUTURE STATE
PLAN
Problema=Gap->facts/figures from the workplace
link between cause and coutermeasures - Visual Tools
expressed as data - not coutermeasures
Management model
Visual Tools
Action/Results/Time/Responsibilities
CHECK - IMPROVE
OWNERSHIP
PROBLEM = GAP
Facts and details of the workplace
Relatable - context
Anticipate the future
Intention
Obstacles - DNA
FUTURE STATE
OBJECTIVES
internal narrative
OWNERSHIP
narrative established
CHECK - IMPROVE
The scene of the action
PLAN
SCENARIO
CURRENT STATE
ANALYSIS
concreteness
SCENARIO
CURRENT STATE
ANALYSIS
OBJECTIVES
FUTURE STATE
PLAN
Problem= Gap-facts/figures from the workplace
Obstacles - DNA
link between countermeasure and cause - Visual Tools
Concreteness
Intention
expressed as data - not countermeasures
Anticipation of future
The scene of the action
Identifiable - Context
Model of management
Visual Tools
Action/Timing/Results/Responsibilities
CHECK - IMPROVE
establish narration
Gap->please explain
OWNERSHIP
Internal Narrative
Leadership
CONCRETE examples to reveal all: the anecdotes
Protagonist to whom we can relate
CONTEST for a correct interpretation
Elements of Narrative
DISCREPANCY: Obstacles to overcome
SENSE and its synonym: INTENTION
creation of a coherent world
INTERNAL and EXTERNAL narrative
Plan
Do
Check
Adjust
che dividiamo in riquadri di dimensioni opportune,

dando per scontato che sarà oggetto di molte revisioni e modifiche...
SCENARIO
PRESENT STATE
ANALYSIS
OBJECTIVES
FUTURE STATE
PLAN
Problem=Gap-> facts/figues from the workplace
Obstacles - DNA
link between countermeasures and cause - Visual Tools
Concreteness
Intention
expressed as data - not countermeasures
The scene of the action
Lucy A3
Relatable - context
Model of management
Visual Tools
Action/Timing/Results/Responsibilities
CHECK - IMPROVE
narrative established
Gap->please explain
OWNERSHIP
inner narrative
Leadership
two staff members are put into a new line for chocolate packaging . Their superior abruptly provides them with very litte instruction on how the work should be done, explicitly threatening them with dismissal should they make a single mistake. The lack of communication from top to bottom results in an enormous amount of scrap which is hidden as much as possible. The apparent quality of the work causes the superior to accelerate the pace of the line ...
waste: 0%
theoretical production: 20/min
actual production: 20/min
scarti: 70%
theoretical production: 60/min
produttività reale: 18/min
PHASE A
FASE B
waste: 0%
actual productivity: 60/min
70% waste
productivity gap 42/min
lack of communication in the process
Unsustainable TARGET
physical separation between cells
lack of coordination capacity of the superior
lack of INVOLVEMENT of operators
Panels which indicate the hourly production
Replacement Superior
Button to stop the line
small batches
Meetings with the representatives of all the cells
threat of dismissal
inadequate training
matters of hygiene
TOO HIGH
to adapt to the upstream
to market requirements
to use the production capacity
to reduce the payback time of investments
to satisfy the shareholders
to induce new investments
to guarantee economic growth
to assure that wages are higher than the minimum level (Adam Smith)
increase turnover/employee
Open Space
Training at all levels
inadequate TECHNOLOGY
lack of repeatability
does not consider human error
automation
Jan - Feb - Mar - Apr - May - Jun - Jul - Aug - Sept - Oct - Nov
Waste 30%
Gap: 30/min
Meetings
Button to stop the line
Panels indicating waste per hour
Training at all levels
Automation
Productive capacity
Automation/ Productivity capactiy
Waste 0%
Gap: 0/min
Waste 10%
Gap: 20/min
Scarti
Gap
SCENARIO
PRESENT STATE
ANALYSIS
OBJECTIVES
FUTURE STATE
PLAN
Problem=Gap->facts/figures from the workplace
Obstacles - DNA
link between countermeasures and cause - Visual Tools
Concreteness
Intention
expressed as data - not countermeasures
Anticipation of the future
The scene of the action
Identifiable - context
Model of management
Visual Tools
Action/Timing/Results/Responsibilities
CHECK - IMPROVE
establish narratice
Gap->please explain
OWNERSHIP
internal narrative
Leadership
We will start with a blank sheet:
What are the fundamental operations of temporary management?
Let's start from the beginning ...
LACK OF COST CONTROL
There are no data of the management
change of the Head of IT
Incorrect allocation of material to orders
The warehouse is out of control
change head of IT
we agree that the best way to represent the situation and bring it to light is to paint it in a graphical way
overlap
gap
overcrowding
INCORRECT DEFINITION OF SALES PRICE
OBJECTIVES
FUTURE STATE
Intention
express as data - not countermeasures
Anticipation of future
0 lates
30% Margins
(- 25% outstanding)
Visual Tools
- 50% waste email
(- 30% administered
2009
2010
2008
2007
Of the management system, only 30% of functions are used
2007
2008
2009
Late deliveries
0 gg
days late objective
2010
3 weeks
For 40 years, the business has produced small sized biomass boilers, until 2003, the year in which was acquired by a brilliant young entrepreneur with a Berkeley MBA who decides do implement an ambitious plan which in fact sextupled the size of the company to 18 million euros, the power of the boilers increasing with a similarly impressive pace.
The staff, however, is having to cope with the development without an adequate IT support which has remained the same from when the company was much smaller in size.
The entrepreneur, heavily involved on the commercial side, is conscious that it is necessary to invest in human resources and infrastructure, but the decision process is slowed down by the lack of an effective system of cost control which gives us a true sensation of the continually changing product margins
LATE PENALTY
20%
18mil
30%
% Objective margins
25%
38%
Title:
lack of cost control
UNEXPECTED COSTS
Revenue - Cost = Margin
Margins
Turnover
ANALYSIS
CURRENT STATE
SCENARIO
On average each job requires 80-120 emails per day
ineffective inter office communication
30% of department staff are administered
lack of MOTIVATION of staff including department heads
lack of standards
scheduling of orders not visible
heavy use of administration
lack of management in the department
lack on the part of the manager of a strategic approach to organization
Incorrect allocation of MOD contracr
lack of training/sensibility
DESIGN errors
unmanaged innovation risk
Little information sharing
Saturation
Lack of awareness/cost control
lack of awareness/control of product modifications
overlap
gap
overcrowding
INCORRECT DEFINITION OF PRICE
lack of a leader among the intermediate figures
scarce control of SERVICE
product DIFFERENT to the clients desires
ineffective communication between offices
product DIFFERENT from customer needs
inter office communication ineffective
products DIFFERENT to the desires of the client
inter-office communation
Product DIFFERENT to the desires of the client
2009
2010
2008
2007
Of the management system only 30% of the functions are used
2007
2008
2009
Late deliveries
0 gg
days late objective
2010
3 weeks
L’aFor 40 years, the business has produced small sized biomass boilers, until 2003, the year in which was acquired by a brilliant young entrepreneur with a Berkeley MBA who decides do implement an ambitious plan which in fact sextupled the size of the company to 18 million euros, the power of the boilers increasing with a similarly impressive pace.
The staff, however, is having to cope with the development without an adequate IT support which has remained the same from when the company was much smaller in size.
The entrepreneur, heavily involved on the commercial side, is conscious that it is necessary to invest in human resources and infrastructure, but the decision process is slowed down by the lack of an effective system of cost control which gives us a true sensation of the continually changing product margins
LATE PENALTY
20%
18mil
30%
% obhective margins
25%
38%
Title:
lack of cost control
UNEXPECTED COSTS
Revenue - Costs = Margins
Margins
Turnover
ANALYSIS
CURRENT STATE
SCENARIO
On average each job requires 80-120 emails a day
ineffective communication between offices
30% of the staff in the department is administered
Lack of MOTIVATION of the department staff including of the heads
lack of STANDARDS
contract schedules not visible
heavy use of administration
lack of management in the department
lack on the part of the management of a strategic approach to operations
Incorrect allocation of MOD contracts
lack of training/sensibility
DESIGN errors
unmanaged innovation risk
Scarce sharing of information
saturation
Scarce awareness
scarce knowledge/awareness of product changes
sovrapposizioni
lacuna
affollamento
INCORRECT DEFINITION OF SALE PRICE
lack of a leader among intermediate staff
Scarce checks on service
products DIFFERENT from desires of the client
all eventually agree that a series of meetings will be useful,

during which we can bring to light all the information and problems that each office tends to hide,

thanks to a series of visual tools, RAW but SUPER QUICK in their implementation.

with notable effort on synthesis, we can sum everything up with a diagram, drawn in the little space we have left in the FUTURE STATE section.

We conclude by completing the PLAN and CHECK-IMPROVE sections.

axpress as data - not countermeasures
Anticipate future
30% Margins
(- 25% outstanding)
Visual Tools
- 50% waste email
(- 30% administration)
before proceeding to the validation of countermeasures that will lead to the future state and then to achieve the objectives,
I can't miss an important appointment with...
THE RECEPTIONIST
who is very surprised to be told in just a few minutes the story of the fundamental strategic reorganization, thanks to the powerful synthesis of the A3.
and to MY amazement I get the most important information...
Glass partitions
RELATABLE
CONTEXT
OBSTACLES
CONCRETENESS
SENSE
ANTICIPATION of the FUTURE
NARRATIVE


In the mission of temporary management which we are going to explore, the tool used to manage complexity and achieve full participation is a special version of the so-called "A3 Method"
which combines traditional management techniques of Japanese derivation with elements of narrative and visual thinking.
FUTURE STATE
OBJECTIVES
PROPRIETARIO
CONTROLLA - MIGLIORA
PLAN
SCENARIO
PRESENT STATE
ANALYSIS
In the classic version the template clearly refers to the PDCA cycle:
Plan - Do - Check - Adjust
The A3 method takes its name from the document size on which you must limit yourself to illustrate the process of acheiving a goal: 29.7 x 42 cm
I have added some key words to the classic version, recalling

NARRATIVE ELEMENTS
the explanation of the meaning of each of these images is contained in the Prezi entitled "Elements of Narrative"
(prezi.com/user/AlessandroLotto)
the explanation of each of these images can be found in the Prezi:
(prezi.com/user/AlessandroLotto)
I have also added some key words recalling so-called
LEAN THINKING
click here to skip the exercise

otherwise, continue ...
Click above to skip the tutorial on the SWOT analysis

Otherwise, continue ...
MARKET FRAGMENTATION
EFFICIENCY
A3 Method
LOBBYING

Technology
LOW END OUTSOURCING
MARKET FOCUS
Loss of the low end variety
OUTSOURCE
R&D
...before taking concrete measures it is necessary to ensure the participation of everybody!
hence the A3 format I propose:
The PDCA Cycle
OWNERSHIP
now we can begin with the mission of temporary management ...
Reorganization of business structure for chains

Direct Marketing <-> R&D
Radical Change UT: 2D->3D

Preparation for transfer

Preparation for ICT/Operations
AdWords
Landing page language
Business Developer
Research Partner
let's now go and make some interesting connections
std.
Problem=Gap-facts/figures of the workplace
Obstacles - DNA
Relatable - context
Model of management
Problem=Gap->facts/figures from the workplace
Obstacles - DNA
link between countermeasure and cause - Visual Tools
Concreteness
Relatable - context
Model of management
link between countermeasure and cause - Visual Tools
Concreteness
Problems=Gap-> facts/figures from the workplace
Obstacles - DNA
relatable - context
model of management
link between countermeasure and cause - Visual Tools
Concreteness
Problem=Gap->facts/figures from the workplace
Obstacles-Dna
Relatable - context
Model of management
link between countermeasure and cause - Visual Tools
Concreteness
Problem=Gap->facts/figures from the workplace
Obstacles - DNA
relatable - context
Model of Management
link between countermeasure and cause - Visual Tools
Concreteness
Problems=Gap->facts/figures from the workplace
Obstacles-Dna
Relatable - context
Model of management
OBJECTIVES
FUTURE STATE
Intention
express as data - not countermeasures
Anticipation of future
0 lates
30% Margins
(- 25% outstanding)
Visual Tools
- 50% waste email
(- 30% administration)
PLAN
The scene of the action
General meetings
Talks
Process maps
Configurator/Sch.Comm
R&D activity
Inventory/Statements
Meetings
Investment plans
Exit
Action/Timing/Results/Responsibility
CHECK - IMPROVE
external narration
Gap->please explain
standard
PROPRIETOR
internal narrative
Leadership
Jan - Feb - Mar - Apr - May - Jun - Jul - Aug - Sept - Oct - Nov - Dec
average 2 late weeks
Rett.Mag. -50&
Final Balance 100%
Average lates 0
Unexpected costs -30%
Margins 30%
Late deliveries
Inventory/Balance Sheets
Unexpected costs
email/contracts
Margins
Alessandro Lotto
Email -50%
an explanation of each of these activities is contained in the Prezi presentation:
(prezi.com/user/AlessandroLotto)
RUSSIA
(Partner Industriale)
UK
(Partner Commerciale + Service)
USA
(Start-Up x Commerciale + Service)
INDIA/BRASILE
il paese deve essere scelto con grande cura e in base a dati Esterni...
Troppo complicato
OK
Oceano Rosso
Oceano Rosso
OK
OK (mercato MOLTO esigente in termini di rispetto dei tempi di consegna!)
OK
...ed interni
risultati:
laddove si è mancati di Focus:
una serie di interventi Spot piuttosto sterili...
per quello che riguarda India e Brasile, le dimensioni di questi paesi sono tali da suggerire un approccio multi-partner in modalità sia diretta che indiretta,

così da minimizzare il potere negoziale di tutte le parti coinvolte.
ernst young renewable energy country attractiveness indices
MARKET FRAGMENTATION

Technology
Low end OUTSOURCING
MARKET FOCUS
i
PROJECT MANAGER
COMMERCIAL
MANAGEMENT CALLS
anticipation of future
standard
Full transcript