Policy Deployment 3Cs
Principle Document
This document was compiled by Mark Radley of GENEO Consulting Limited
pg. 1
3C Strips
Context .............................................................................................................3
3C Strips ...........................................................................................................4
Goal
...........................................................................................................................................................................4
Purpose
...................................................................................................................................................................4
Bene0its
....................................................................................................................................................................4
Lean Leadership with 3C Strips .......................................................................5
3C Strips - Process ...........................................................................................5
Raising
a
3C
...........................................................................................................................................................5
Types
of
3C
Strip
.................................................................................................................................................6
Timelines
................................................................................................................................................................6
Reverse
of
3C
Strip
.............................................................................................................................................6
Escalation
...............................................................................................................................................................7
Accountability
and
Responsibility
...............................................................................................................7
Tracking
..................................................................................................................................................................7
Acceptance
of
3Cs
...............................................................................................................................................7
Resolution
..............................................................................................................................................................8
Review
.....................................................................................................................................................................8
Contacts ...........................................................................................................9
Contact Us ........................................................................................................9
pg. 2
Context
Problem Solving has four defence layers for protecting the margin and the
companys reputation.
3Cs First Line of Defence- rapid problem solving at all levels of the
business. An agility to escalate the problem to the appropriate level but,
more importantly, a method for engaging all employees in problem solving.
A3 Practical Problem Solving (PPS) Second Line of Defence - a mentoring
and coaching approach to solving problems. A thinking way for leaders.
Storyboard Third Line of Defence - a method for dealing with cross
functional, complex problems
Six Sigma Fourth Line of Defence - a methodology for complex, chronic
problems
pg. 3
3C Strips
Goal
Everyone involved in first defence rapid problem solving.
Purpose
The purpose of 3C Strips is to provide a mechanism for the identification, and
resolution of problems at all levels of the organisation. It seeks a velocity
toward problem solving at the appropriate level with cross functional support
where needed.
The secondary purpose is to provide the organisation with a rapid ability to
escalate problems to the appropriate level for resolution.
Benefits
Transparency and visual management of problems
Prioritise effective utilisation of resource
Indicator for leadership of problem solving capabilities in the
operating system
People development tool
Drives accountability
pg. 4
Lean Leadership with 3C Strips
The role of leaders is to ensure the following:
Team members are developing their problem skills with the 3C
methodology
Driving the resolution of problems by the team is constantly being
challenged to stretch capability
Strips are data driven and speak with data
Containment / Countermeasure process is followed diligently
Integration of solutions built into standards
Recognise good work in the team
Escalate when necessary and engage other functions
Challenge timelines being committed to by the team
3C Strips - Process
Raising a 3C
A 3C can be raised when the following occurs:
A Key Performance Indicator moves into the red or is showing a
downward trend that needs to be reversed
The leader decides intervention is required
pg. 5
Types of 3C Strip
A White 3C Strip is used for a new concern that is not HSEC related
A Yellow 3C Strip is a repeat concern that is not HSEC related.
A Red 3C Strip is a specific concern relating to HSEC
Timelines
A 3C should be resolved within 10 days of being raised. This requires a
working countermeasure within the stipulated ten days.
The ten check cycle of the countermeasure can continue beyond the ten
days.
Any concern that exceeds the agreed timeline within the ten days must be
escalated. This is to address capability issues with problem solving.
Reverse of 3C Strip
Where the agreed countermeasure will take more than ten days but less than
six weeks the reverse side of the 3C Strip will be used. This generates a mini
plan for the implementation.
pg. 6
A 3C Strip with a countermeasure longer than 6 weeks duration must be
incorporated into the existing 90 Day Plan or the formulation of the next plan.
The manager or above are the sole people responsible for the authorisation
of the reverse side or moving 3Cs to the 90 Day Plan.
Escalation
Deviation from agreed timelines
Where ownership of a concern cannot be agreed
Where countermeasures cannot be agreed
Accountability and Responsibility
The owner of the 3C is not necessarily the person accountable for the
resolution of the problem. The owner, or person responsible, is the
coordinator for its resolution whilst the 3C is live in the Information Centre.
Tracking
The number of open and closed 3Cs in the Information Centre is necessary
to provide guidance to leaders for required intervention.
Visually track 3Cs that have been moved to another Information Centre for
report back purposes.
Acceptance of 3Cs
A 3C should not be accepted at an Information Centre meeting without a
working containment action in place.
pg. 7
Resolution
The 3C cannot be removed from the Info Centre until the following actions
have been completed:
The countermeasure has been successfully implemented
The check cycle has been completed successfully
All relevant standards have been updated
People have been trained in the new standard
3Cs should be kept in an archive in the Information Centre.
Review
New concerns must be reviewed daily until they are fit to move to the In
Progress section.
Other strips do not require review on a daily basis but are pulled into the For
Review section in accordance with the agreed timelines.
pg. 8
Contacts
Contact Us
This document was written by Mark Radley with the support of Chris Jones, Roger Bent,
Gary Sermon, Mike Slinger, Andrew Hemingway and Tim King.
For further details on how GENEO can support your organisation with Lean transformation,
please contact us on:
[email protected]
www.geneo.co.uk
Mark Radley - Director
[email protected]m:+44(0)7753600158
Tim King - Director
[email protected]m: +44(0)7810820414
GENEO Consulting Limited
7 the Parade
Leamington Spa
Warwickshire
CV32 5SG
+44(0)1926423132
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