1. The Lean A3

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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

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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

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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 A3
BACKGROUND
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 TB
Air Tech Services current volume 1.32 TB
What Who Date Complete
Develop folders and subfolder Team 3/1/2014
criteria and retention policy
Develop criteria for moving Janelle 4/1/2014
files into new system
Review criteria with team Team 4/15/2014
Move folders to new locations Janelle 5/1/2014
Begin new filing system Team 6/1/2014
What Who Date Complete
Review system for excess files Janelle 12/1/2014
Review "dead files" folder Janelle 6/1/2015
and delete
Review 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.