Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

What is an A3


Published on

  • Be the first to comment

What is an A3

  1. 1. The Lean A3
  2. 2. 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
  3. 3. 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
  4. 4. 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! 
  5. 5. January 24, 2014 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
  6. 6. January 24, 2014 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
  7. 7. January 24, 2014 NEG/ECP Transportation Air Quality Committee
  8. 8. 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.
  9. 9. January 24, 2014 Plan-Do-Check-ActPlan-Do-Check-Act
  10. 10. January 24, 2014 Problem-Solving StoryProblem-Solving Story
  11. 11. January 24, 2014 Problem solving story - manufacturing
  12. 12. January 24, 2014 Problem solving story - manufacturing
  13. 13. January 24, 2014 Additional reading  Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), Durward K. Sobek II
  14. 14. 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.