The A3 Process and A3 Thinking

The A3 Process and A3 Thinking

The source for much of this is material is from:

“Understanding A3 Thinking”

Durward K. Sobek II and Art Smalley

CRC Press

What is an A3?

Problem Solving Tool

Developed by Toyota– Supported PDCA– Supported Total Quality program– Top management preferred visual control over lengthy

text reports

A3 name derived from size of paper used (A3 is metric equivalent of 11 x 17 paper)

Problem Solving at Toyota

Ultimate Goal is a problem resolved

– So it is less likely to occur in the future – Skill of the problem solver is increased so they can handle

more challenging problems in the future

* Process to solve problem is more critical that short term results

Why A3?

Allows collaborative in-depth problem solving Drives towards Root Cause Defines the issue through the “Eyes of the Customer” Forces an understanding of the Current Condition before

jumping to solutions Provides a consistent approach to Problem Solving It is easy to learn and remember

A3 and Lean

Direct tie in and support of:– Value Stream Mapping– Kaizen Philosophy– Fast Response

A3 Involves

Actual Observations Collection of Facts and Data Interviews Analysis Good Problem Solving Skills

It is also recommended that a coach/adviser assist with dialog, critique, feedback, and development.

A3 versus A3 Thinking

A3 is a problem solving tool– Used without A3 thinking it is just another tool,

that will get the same results as PDCA, or any other tool

A3 Thinking is the process of logically working through a problem in a systematic and

standard method

- The A3 form serves as the roadmap to guide the thinking

The 7 Elements of A3 Thinking

Logical Thinking Process Objectivity Results and Process Synthesis, Visualization, Distillation Alignment Coherency within and Consistency across Systems Viewpoint

The 7 Elements of A3 Thinking

Logical Thinking Process– A3 thinking promotes Scientific Method of investigation

– Importance is placed on factually discerning the difference between Cause and Effect

– Takes into account• Numerous potential avenues• Effects of implementation• Possible stumbling blocks• Contingencies

Objectivity

– Quantitative facts are used to verify understanding

– Facts and Details are framed as objectively as possible

– Courses of action promote organizational good vs. personal agendas

The 7 Elements of A3 Thinking

Results and Process

– A3 Thinking is a Process that drives Results• Results without process lead to little long term value• Process without results fails to move the organization

forward

– A3 Thinking By You• Allows you to know how well a person understands

the problem• Understand how a solution fits into the larger picture

The 7 Elements of A3 Thinking

Synthesis, Visualization, and Distillation

– Brevity of reports forces synthesis of information to only the most vital points

– A3 thinking encourages information through graphical representation to communicate the message clearly and efficiently

– Graphical information, clearly and concisely stated, distills thinking to critical facts

The 7 Elements of A3 Thinking

Alignment

– Inclusion of the problem, the analysis, the actions, and the follow-up plan gives all team members something concrete to agree or disagree with

– A3 structure provides a vehicle for communication• Horizontally – those affected by change• Vertically – the hierarchy of the organization• Back and Forth in Time – a record of past remedies

and recommendations to consider for the future

The 7 Elements of A3 Thinking

Coherency Within, Consistency Across

– A3 report structure establishes a logical flow that promotes coherency in the approach and thinking

– Flow of the A3 promotes consistency across the organization, that speeds up communication and understanding

The 7 Elements of A3 Thinking

Systems Viewpoint

– A3 format demonstrates that the problem solver• Has a purpose for the actions proposed• Actions proposed further the organization’s goal,

needs, and priorities• Understands how the actions proposed affect other

parts of the organization

The 7 Elements of A3 Thinking

Select A Problem

Objectively describes the PROBLEM

Is described in action–Reduce–Eliminate–Improve

*Should not contain a solution

Grasp the Current Situation

Background to the Problem Written for a target audience

– What is their background?– What is their informational need?

Tied to a company (business) goal

Is Clear and Visual– Use historical data and dates– Help the audience understand the problem

Grasp The Current Situation

The Current State

Before a problem can be properly addressed, one must have a firm grasp of the current situation. To do this, Toyota suggests that problem-solvers:

Observe the work processes first hand, and document one’s observations. (Go to GEMBA)

Quantify the magnitude of the problem (e.g., % of customer deliveries that are late, # of stock outs in a month, # of errors reported per quarter, % of work time that is value-added); if possible, represent the data graphically

Create a diagram that shows how the work is currently done. Any number of formal process charting or mapping tools can be used, but often simple stick figures and arrows will do the trick.

Target

How will we know the project is successful?

What will be the standard for comparison?

Make the goal measurable

Consider how to collect the data to validate effectiveness

5 Why’s Analysis (Root Cause)

Failure to address the root seed of the problem, most likely means it will reoccur

– 5 Whys technique used by TOYOTA to dig to root cause– Structured tests and experiments when 5 Whys do not

deduce root cause

Key Questions:– Are the work activities specified in terms of content,

timing, sequence, and outcome?– Are the connections between entities clear, direct and

immediately comprehensible?– Are the pathways along which goods and services travel

simple, direct, uninterrupted, and value add?*Almost all failing systems violate one of these

Root Cause Analysis

Devising Countermeasures

Once root cause is identified then brainstorming changes to the system (countermeasures) to address the root cause begins

– Countermeasures should be designed to prevent a reoccurrence of the root cause

– Emphasis on Why the problem occurred not just fixing the problem

– Multiple countermeasures are encouraged to help insure a systems viewpoint

*Like the Current State the Future State should also be expressed graphically

Countermeasures

Creating an Implementation Plan

Should include the 4W’s and 1 H– Who is responsible for the countermeasure– What is the cause of the problem– When it will be implemented– Why this countermeasure is being implemented– How will this be implemented

* Also includes the expected outcome of each task

Effect Confirmation

Graphical representations of the effects of the Implementation Plan

– Use the same standard as in the Goal section

– Try to verify the effectiveness of each countermeasure

– Plan in advance the data collection strategy

– Identify who will collect the data and how often it will be collected

Effect Confirmation

Follow-up Actions

What have we learned?

What additional changes are needed from our learning?

Can other areas within our department/plant benefit from our

changes?

Can other areas of the company benefit from our changes?

Do our changes need documented?

Do our standards need changed?

Follow-up Actions

Important to verify the actual results against the predicted results

– Was the implementation plan effective?

– Did you learn enough about the problem to devise countermeasures that actually worked?

– Demonstrates that the organization is paying attention to problems

Creating a Follow Up Plan Follow-up Actions

Obtaining Approval

Not done as a bureaucratic step

Is an opportunity to mentor

– Was their rigor in the development of the A3?

– Did the problem solver visit Gemba?

– Does the root cause make sense?

– Do the countermeasures address the root cause?

– Is the implementation plan realistic?

– Is the follow up plan (metrics) substantive?

A3 Examples

Example A3’s

A3 Examples

Example A3’s

A3 Examples

Example A3’s