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!

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BACKGROUND TARGET CONDITION/GOAL STATEMENT

IMPLEMENTATION PLAN

CURRENT CONDITION/PROBLEM STATEMENT

ROOT CAUSE ANALYSIS

Indicate the magnitude of the problem and specific effects on the business on a qualitative scale, using graphics if available.

Make the business case for selecting the problem. Clearly state how the problem impacts the business.

Why are we experiencing this problem. Use a root cause tool like fish bone, 5-why's or Pareto.

What are you trying to achieve and by when. Predict the expected improvement, specifically and quantitatively.

List actions that will be taken by whom and by when, in order to realize the target condition.

How will the effectiveness of the plan be measured, when will it be measured and by whom. Record results of follow-up.

FOLLOW-UP

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Example – Files Mgmt A3BACKGROUND

Electronic files for the Technical Services Bureau are spread over Develop a filing system that contains a comprehensive and many sub-folders. It is difficult to find information, and it is difficult to logical set of folders and subfolders.know where to file information Train users and have them committ to using the new Time is wasted looking for materials. Materials are duplicated in two system.or more folders, wasting electronic storage space. Develop a file retention policy and stick to it.

Institute a "dead file" system where files removed per the retention policy are held for a set period, then deleted.Stick to it!

Air Tech Services capacity 1.85 TBAir Tech Services current volume 1.32 TB

What Who Date CompleteDevelop folders and subfolder Team 3/1/2014criteria and retention policyDevelop criteria for moving Janelle 4/1/2014files into new systemReview criteria with team Team 4/15/2014Move folders to new locations Janelle 5/1/2014Begin new filing system Team 6/1/2014

What Who Date CompleteReview system for excess files Janelle 12/1/2014Review "dead files" folder Janelle 6/1/2015and deleteReview annually Janelle no end date

FOLLOW-UP

TARGET CONDITION/GOAL STATEMENT

IMPLEMENTATION PLAN

CURRENT CONDITION/PROBLEM STATEMENT

ROOT CAUSE ANALYSIS

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NEG/ECP Transportation Air Quality Committee

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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.

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Plan-Do-Check-ActPlan-Do-Check-Act

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Problem-Solving StoryProblem-Solving Story

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Problem solving story - manufacturing

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Problem solving story - manufacturing

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Additional reading Understanding A3 Thinking: A Critical

Component of Toyota's PDCA Management System (2008),

Durward K. Sobek II

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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.