The Lean A3. January 24, 2014 The A3 Method A3 refers to a European paper size that is roughly equivalent to an American 11-inch by 17-inch tabloid-sized.

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Presentation transcript:

The Lean A3

January 24, 2014 The A3 Method A3 refers to a European paper size that is roughly equivalent to an American 11-inch by 17-inch tabloid-sized paper. The A3 format is used by Toyota as the template for three different types of reports: Proposals Status reports Problem solving

January 24, 2014 What and Why A3? Anytime you wish to clearly tell a story, especially when you wish to simplify or clarify a complicated issue Can be used as a jumping off point for Kaizen Provides a clear and concise method of reporting information Method of operation is visible and accessible to all A continuous improvement activity Use to teach problem-solving Creates efficient working environment

January 24, 2014 The A3 Method There is no “magic” in the steps through which the structured A3 Problem Solving template takes a team. These steps are basically: 1. Identify the problem or need 2. Understand the current situation/state 3. Develop the goal statement – develop the target state 4. Perform root cause analysis 5. Brainstorm/determine countermeasures 6. Create a countermeasures implementation plan 7. Check results – confirm the effect 8. Keep the plan in place!

January 24, 2014

Example – Files Mgmt A3

January 24, 2014 NEG/ECP Transportation Air Quality Committee

January 24, 2014 The Problem Solving Template (A3) The A3 Problem Solving template lays out an entire plan, large or small, on one sheet of paper. It should be visual and extremely concise. It should tell a story, laid out from upper left-hand side to lower right, which anyone can understand. What is important is not the format, but the process and thinking behind it. It fosters dialogue. It develops problem solvers.

January 24, 2014 Plan-Do-Check-Act

Problem-Solving Story

January 24, 2014 Problem solving story - manufacturing

January 24, 2014 Problem solving story - manufacturing

January 24, 2014 Additional reading Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), Durward K. Sobek II Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System [Hardcover] Durward K. Sobek II.Durward K. Sobek II. (Author), Art Smalley (Author) › Visit Amazon's Art Smalley PageVisit Amazon's Art Smalley Page Find all the books, read about the author, and more. See search results for this authorsearch results Are you an author? Learn about Author CentralLearn about Author Central (Author) (27 customer reviews)27 customer reviews

January 24, 2014 Final thoughts A3s are deceptively simple. A3 reports — and more importantly the underlying thinking —embody a critical core strength of a lean company. A3s serve as mechanisms for managers to mentor others in root-cause analysis and scientific thinking, while also aligning the interests of individuals and departments throughout the organization by encouraging productive dialogue and helping people learn from one another.