Effective Presentation through Storyboarding by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
Effective Presentation
through Storyboarding
This document teaches the basics of developing an
effective business presentation based on the A3
storyboarding approach.

© Operational Excellence Consulting. All rights reserved. 2
Contents
1. Introduction to Storyboarding
 What is a storyboard?
 7 elements of A3 storyboarding
 What is an A3 storyboard?
 3 types of A3 storyboard
 When to use an A3 storyboard
 Why use an A3 storyboard format
 A3 storyboard is based on the
PDCA approach
 Relationship between PDCA and
A3
 Key points for A3 storyboard
 Adapt the storyboard to your
target audience
2. Storyboarding: Step-by-
step
 Step 1: Theme
 Step 2: Background
 Step 3: Current State
 Step 4: Goal Statement
 Step 5: Root Cause Analysis
 Step 6: Countermeasures
 Step 7: Check/Confirmation of
Effect
 Step 8: Follow Up
 Summary
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please
visit: http://www.oeconsulting.com.sg

What is a Storyboard?
• Storyboarding refers to the “story” that the presentation
will follow.
• There are many formats for storyboarding.
• The storyboarding format adopted in this presentation
guide is based on the A3 Report (11”x17” paper)
developed and popularized by Toyota.
• In this guide, we shall refer to the A3 Report as the A3
Storyboard.

Seven Elements of A3 Thinking
1. Logical thinking process
2. Objectivity
3. Results and process
4. Synthesis, distillation and
visualization
5. Alignment
6. Coherency within and
consistency across
7. Systems viewpoint

What is an A3 Storyboard?
• An A3 storyboard is a one-page story about the logical
thinking process to “grasp the situation”.
• When applied to problem solving, the A3 storyboard
indicates the steps to use when solving problems.
• Although it is important that we solve problems logically,
in the same manner, we also need to use the A3
storyboard to report it. Hence the A3 storyboard is also
referred to as the A3 report.

Three Types of A3 Storyboard
1. Theme
2. Background
3. Current Condition
4. Results
5. Remaining Issues/
Action Items
1. Theme
2. Background
3. Current Condition
4. Analysis/Evaluation of
Alternatives
5. Plan Details
6. Unresolved Issues
(optional)
7. Implementation
Schedule
1. Theme
2. Background
3. Current Condition &
Problem Statement
4. Goal Statement
5. Root Cause Analysis
6. Countermeasures
7. Check Results
8. Follow Up Actions
Problem Solving Proposal Status Update
The storyboard can be easily developed by following the steps outlined below.

When to Use an A3 Storyboard?
• Anytime you wish to clearly tell a story
– especially when you wish to simplify
or clarify a complicated story.

Example 1: A3 Storyboard (Problem Solving)
Source: Lean Enterprise Institute
ILLUSTRATIVE

Key Points for A3 Storyboard
• Plan time to grasp the entire situation.
• Decide what kind of story you need to tell.
• Relate the story to company goals and values.
• Make your story flow in a logical sequence.
• Save words – use graphs and visuals.
• Use bullet points – be specific, make very word count.

Adapt the A3 Storyboard to your Target
Audience
Shop-floor Boardroom
Audience • Supervisor, team leader
and team
members/operators
• Senior management
Location • Huddled in front of the
activity board
• Seated in a meeting room
When • Morning or beginning of
shift (Asaichi)
• As and when required
Communication
tool
• A3 sheet • PowerPoint presentation
• A3 sheet (optional -
printed and distributed)

A3 Storyboarding Steps
• In this section, we will look at the various parts of the A3
storyboard for problem solving.
• The approach can be adapted to the other two types of
A3 storyboard:
 Making a proposal
 Providing a status update

A3 Storyboard Format – Problem Solving
COUNTERMEASURES
FOLLOW UP
CHECK RESULTS
ANALYSIS
GOAL
CURRENT STATE
Detailed description of the current situation
(e.g. process flow, trend chart, Pareto analysis,
gap identification and problem statement).
Specific goal to address the gap or target state
from the current state.
Depiction of analytical techniques to uncover
the root causes of the problem or factors that
affect the problem in the current state.
Alternatively it may be a description of a
proposed target state to achieve.
A summary of who will do what by when in
order to resolve the problem situation or
achieve the target date.
Quantitative comparison of actual results
versus your goal.
Summary of follow up action items (e.g.
lessons learned, communication to other
parties, training, standardization, or other
areas).
BACKGROUND
Relevant historical data and information.
THEME Concise statement of what this A3 storyboard is about.1
2
3
4
5 8
7
6

Step 1: Theme
• Every storyboard begins with a thematic title that
introduces the content to the audience.
• The theme should help the audience quickly discern the
gist of the content. In essence, the theme is the
storyboard or document description.
• Examples of themes in manufacturing industries:
 Reducing scrap in the machine shop
 Improving productivity in stamping
 Improving on-time delivery
 Lead-time reduction in assembly

Step 2: Background
ILLUSTRATIVE
1. Corporate Goals 2014
 Increase global market share
 Improve quality and service
 Increase corporate profits
2. Manufacturing Goals 2014
 Reduce cost by 5%
 Reduce scrap by 15%
 Improve productivity by 7%
 Improve HSE index by 10%
3.2
2.62.73
2
1
2.3%
Goal
Not meeting
goal for 2014!
Background
2012 2013 2014
(YTD)
Overall
Scrap %

Step 2: Background – Key Points
• Make the overall context of the situation as clear and as
visual as possible.
• Identify the target audience and write accordingly.
• Provide the necessary information that the audience
needs to know before going forward.
• Explain how this topioc aligns with company’s goals.
• Include any other information, such as hostorical data,
dates, or names that might help the audience to
understand the importance of the problem.

Step 3: Current Condition
• This section is perhaps the most important in the A3
storyboard. The objective is to frame the current
condition in a simple way for the reader or audience to
understand.
• In it, the author draws a visual representation that
depicts the critical elements of the system or process
that produced the problem.
• This should involve the use of charts, graphs, tables or
other techniques to depict the current condition while
avoiding straight text summaries or bulleted points.

Example: Current condition with storm bursts to
highlight the problem areas
ILLUSTRATIVE
Customer
A
Market ForecastMonthly forecast
Supplier 2Supplier 1
Receiving
I
200
Production
Control
Weekly schedule
C/T = 2 min
C/O = 2 hr
Batch = 50
Uptime = 74%
Milling
2 People
I
1000
C/T = 2 min
C/O = 2 hr
Batch = 50
Uptime = 74%
Welding
5 People
I
4 min
C/T = 2 min
C/O = 2 hr
Batch = 50
Uptime = 74%
Painting
3 People
I
1500
C/T = 2 min
C/O = 2 hr
Batch = 50
Uptime = 74%
Inspection
1 People
Weekly
Production Supervisor
Shipping
(13 days)
I
1700
Customer
B
7 min 2 min2 min
5 days 10 days 15 days 8 days 13 days
Total Lead Time = 51 days
Value added time = 15 min
Daily
Kaizen
Kaizen
Note: C/T = Cycle Time; C/O = Changeover

Step 3: Current Condition
Example 1:
• Customers in the Northern region are dissatisfied with the ordering
service.
• Errors have increased by 23% during the last 3 months.
Example 2:
• Since the rationalization of the patient registration services,
complaints of long waiting times have increased by 35%.
Examples of Problem Statement
ILLUSTRATIVE

Step 4: Goal Statement
• The goal statement of the A3 storyboard depends upon
the type of problem and type of A3 report.
• For problem-solving A3s, the goal statement should at
least two fundamental issues:
 How will we know that the project is successful at the end of
implementation, and
 What standard or basis for comparison will be used.
• Simpler situations may only have one metric to verify
success. More complex cases where trade-offs are
involved (e.g. weight, cost, lead-time and complexity)
might involve several metrics.

Step 4: Goal Statement – Key Points
• Set a clear goal or target state for the situation.
• Be clear on the measure of performance.
• Consider how to collect the data to later evaluate and
check the effectiveness of any action items.

Step 5: Root Cause Analysis
• The storyboard author should continue with the
investigation of the current condition until the root cause
of the problem symptoms identified in the current
condition diagram is uncovered.
• Failing to address the deeply rooted seed of the problem
means it will likely recur.
• There are two common methods for root cause analysis:
1. 5 Whys
2. Cause and effect diagram (a.k.a. fishbone diagram)

Why? Answer
1
Why is there oil on the
floor?
Oil leaks from the cylinder rod
when activated.
2 Why did oil leak? The O-ring was cut.
3 Why was the O-ring cut? The rod was flawed.
4 Why was the rod flawed? Dirt in the oil abrades the rod.
5 Why did dirt get in the oil?
There are holes and gaps on the
upper plate of the tank.
Example of 5 Whys
ILLUSTRATIVE
Root cause of the problem

Step 6: Countermeasures
• Countermeasures are described in terms of “what” (what
is the cause of the problem), “how” (how it was
investigated or implemented) “who” (who was
responsible for this countermeasure), “when” (when was
it implemented), and “where” (where was it conducted).
• “Why” the countermeasure is being conducted should
also be clear, if only from context, as well as a plan for
how to check and see if the intended effect is achieved
or not.
• If necessary, insert a diagram (e.g. future state map) that
illustrates how the proposed process or system will work.

Step 6: Countermeasures – Key Points
• Make sure to address the potential root cause(s) with
action items.
• Identify who will implement the countermeasures.
• Make it clear exactly what will be done.
• Clarify the due date by which action items will be
completed.
• Make the implementation order and location clear.

Step 7: Check Results
• The author has to use the standard or basis for
comparison stated in the goal section. In other words,
do we know whether the action items have had an effect
or not? Which action items have a more significant
impact on the effect?
• The check section establishes the casual linkage
between the action items and the observed effect.
• The author should seek to understand the cause-and-
effect relationships, not just implement a variety of things
that help make the problem go away.

Example: Use of Pareto Chart to compare ‘Before’
and ‘After’ a process improvement
Restaurant Complaints
Before After
33%
Reduction in
Wait Time
ILLUSTRATIVE

Step 8 : Follow Up
• Identify additional improvements that may be made for
the future.
• Consider what must be done to ensure that the gains
from the countermeasures are sustained.
• Present the results to managers and other teams.
• Use the lessons learned to improve the improvement
process itself.
• Celebrate the success.
• Plan for future projects.

Step 8 : Follow Up – Key Points
• Look for similar processes in the department that can
benefit from these countermeasures.
• Ask whether there are any similar processes outside of
the department or plant that should know this
information.
• Consider whether there are any planning departments
that should be made aware of the change for the
purpose of improving future processes.

Summary
• Storyboarding is a powerful communication and visual
tool that highlights vital points.
• There are three types of A3 storyboarding – ‘problem
solving’, ‘proposal’ and ‘status update’.
• Whether to use an A3 sheet or a powerpoint
presentation to convey the story depends on your target
audience.
• The storyboarding process is powerful enough to cover
any concerns you may have.

About
Operational Excellence
Consulting

About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

www.oeconsulting.com.sg
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Effective Presentation through Storyboarding by Operational Excellence Consulting

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