1. The A3 Process and A3 Thinking

2. The source for much of this is material is from:
“Understanding A3 Thinking”
Durward K. Sobek II and Art Smalley
CRC Press

3. 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)

4. Ultimate Goal is a problem resolved
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

5. 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

6. Direct tie in and support of: Value Stream Mapping Kaizen Philosophy
A3 and Lean
Direct tie in and support of:
Value Stream Mapping
Kaizen Philosophy
Fast Response

7. Collection of Facts and Data Interviews Analysis
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.

8. through a problem in a systematic and standard method
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

9. The 7 Elements of A3 Thinking
Logical Thinking Process
Objectivity
Results and Process
Synthesis, Visualization, Distillation
Alignment
Coherency within and Consistency across
Systems Viewpoint

10. Logical Thinking Process
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

11. Objectivity The 7 Elements of A3 Thinking
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

12. Results and Process The 7 Elements of A3 Thinking
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

13. Synthesis, Visualization, and Distillation
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

14. Alignment The 7 Elements of A3 Thinking
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

15. Coherency Within, Consistency Across
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

16. Systems Viewpoint The 7 Elements of A3 Thinking
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

17. The A3 Report

20. *Should not contain a solution
Select A Problem
Objectively describes the PROBLEM
Is described in action
Reduce
Eliminate
Improve
*Should not contain a solution

21. 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

22. 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.

23. 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

24. 5 Why’s Analysis (Root Cause)
Root Cause Analysis
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

25. 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

26. * Also includes the expected outcome of each task
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

27. Graphical representations of the effects of the Implementation Plan
Effect Confirmation
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

28. What additional changes are needed from our learning?
Follow-up Actions
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?

29. Creating a Follow Up Plan
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

30. 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?

31. Example A3’s
A3 Examples

32. Example A3’s
A3 Examples

33. Example A3’s
A3 Examples