KEY THINKER
To facilitate this process and to ensure the plan optimizes the entire value stream and not just individual units, we use a functional called a Key Thinker. The Key Thinker must be a person who can scan the entire horizon and pull various groups together to come to a consensus. A Key Thinker must also be the conscience of the group to ensure that real problems are put on the table. Generally, this is a person who is more senior in the organization and thus has the experience and political clout to make things happen even though he or she does not have a line responsibility.
Each focus area would have a Key Thinker who is responsible for
• Facilitating the overall catch ball process
• Capturing the ideas arising from catch ball and reworking them into the plan
• Writing the A3
• Ensuring problems get surfaced at Check Act
• Supporting problem solving
Typical examples of a Key Thinker would be
• Chief Engineer in Development or Shusa
• Finance for Cost A3
• Supply Chain Manager for Delivery
In summary, the Key Thinker needs to be a senior person who can break down silos in the organization to ensure that value flows through to customers.
A3
Finally, to keep things crisp we use a methodology called the A3 to boil things down to their pure essence, which enables us to keep focused. I remember one time asking my Sensei what an A3 was and watching him smile. I thought it was another Toyota technique and was surprised to learn it referred to an A3 size of paper. Everyone in the world outside the