Presented by Jess Orr We will cover topics including: A3 Thinking: A Quick Refresher When to Use an A3 vs. Other Tools How to Engage Others in the Process Change Management 101 The Hardest Part: Sustaining the Gains Hosted by KaiNexus About the Presenter: Jess Orr Jess is a continuous improvement thinker and practitioner with 10+ years experience in a variety of industries, including automotive at Toyota. She holds a bachelor's degree in mechanical engineering from Virginia Tech and two Six Sigma Black Belt certifications. In her current role, Jess applies her passion for people and processes to empower her fellow employees to make impactful and sustainable improvements. You can connect with her on LinkedIn. Her website and blog can be found at www.yokotenlearning.com.

1. “A Deep Dive into A3
Thinking”
Clint Corley
Enterprise Account Executive
Clint.Corley@KaiNexus.com
Jess Orr
Continuous Improvement Practitioner
jessorr11@gmail.com

2. Webinar Logistics
• Presentation (45 minutes)
• Q&A (10 minutes)
– Use the GoToWebinar
Meeting Panel to
submit a question at
any time
• Recording link & slides will be sent via email
– Also – see the “Handouts” feature and Chat box
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3. Presenter Background
Jess Orr
• Founder of Yokoten Learning (www.yokotenlearning.com)
• Continuous improvement practitioner at WestRock, a large
paper and packaging company
• 10+ years of industry experience, including Toyota
• Achieved TBP (Toyota Business Practices) and 2 Six Sigma
Black Belt certifications
• Holds bachelor’s degree in mechanical engineering from
Virginia Tech
• Uses A3’s in many applications, from Hoshin strategy to
personal life
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4. Webinar Overview
1. A3 Thinking: A Quick Refresher
• What is the A3 process and why should we consider using it?
2. When to Use an A3 vs. Other Methodologies
• How do I know when to use an A3 vs. other tools (i.e. “Just-Do-It” or DMAIC)
3. How to Engage Others in the Process
• Ensuring buy-in from all impacted by the A3
4. How to Avoid “Jumping to Conclusions”
• How to perform a deep Root Cause Analysis and leverage the team through brainstorming
5. Change Management 101
• How should we handle resistance to change and ensure the changes are well-communicated?
6. The Hardest Part: Sustaining the Gains
• How do we promote ownership and accountability and avoid sliding backward?
7. Conclusion, Announcements, Q&A4

5. A3 Thinking: What and Why?
A3 Thinking:
• A proven, effective structured problem-solving thought
process that is the basis of Toyota Business Practices
• ‘A3’ - size of the paper (~11”x 17”) used for communication
• More than a tool – a method to guide problem-solving
• Used in a wide variety of industries, from manufacturing to
software to healthcare
Benefits:
• Robust process with emphasis on collaborative problem-solving
• Prioritizes deep understanding of the problem
• Promotes thorough analysis to identify true root cause(s)
• Employs an experimental, iterative approach to countermeasures
• Focuses on sustaining the gains
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6. Recap: The A3 Process
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7. Low Medium High
Problem Complexity
KEY POINT: No one ‘best’ approach – but some more
effective than others depending on problem complexity
Question 1: How do you know when to use
an A3 vs. other tools (PDSA, DMAIC, etc)?
Problem Complexity
Spectrum
Low complexity tools:
• PDSA (Plan-Do-
Study-Adjust)
• PDCA (Plan-Do-
Check-Act)
• “Just-Do-It”
• Kaizen events
High complexity tools:
• DMAIC (Define-
Measure-Analyze-
Improve-Control)
• DFSS (Design for Six
Sigma)
• DOE (Design of
Experiments)
• Agile (i.e. software
development)
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8. Key considerations:
• Solution is generally known – i.e. common best practices such
as Kanban, preventative maintenance, workload leveling
• Low-cost, low-effort improvements
• Sustainment is relatively straightforward
Examples:
• Workplace organization for higher efficiency (i.e. 5S)
• Eliminating/reducing mixed part errors due to known issue
• Identifying and implementing initial setup reduction
improvements on a printing press
• Replicating known best hygienic practices from one hospital to
another
• Establishing a min/max system for supplies reordering
Low
KEY POINT: A3 thinking can be applied to low-complexity problems, but “keep it simple”
Question 1: How do you know when to use
an A3 vs. other tools (PDSA, DMAIC, etc)?
Low complexity
problems
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9. Key considerations:
• Solution is unknown and requires high and/or long-term effort
• Relevant data are difficult to quantify and/or analyze
• Root causes are highly complex (i.e. multifactor interactions, etc)
• Multiple unsuccessful attempts to solve problem have been made
Application examples:
• New software development and testing
• Optimizing hospital scheduling with highly variable patient workload
• Evaluation and selection of complex power control equipment
• Analyzing response of a pharmaceutical chemical reaction
• Solving mating components tolerance stack-up issue
• Developing a predictive model for SAT passage rates
High
KEY POINT: A3’s can be used on complex problems – but break into parent / children A3’s
Question 1: How do you know when to use
an A3 vs. other tools (PDSA, DMAIC, etc)?
High-complexity
problems
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10. Question 1: How do you know when to use
an A3 vs. other tools (PDSA, DMAIC, etc)?
Key considerations:
• Does not clearly fit into low or high complexity criteria
• Solution is unknown!
• Problem scoped appropriately – can be solved in 1-3 months
• Need for long-term, sustainable countermeasures
Examples:
• High rate of errors in billing invoices
• Further machine setup reduction after initial efforts
• Decreasing elderly patient falls at hospital
• Improving customer satisfaction feedback scores at call center
• Reducing temporary employee turnover rate
• Increasing average SAT score for high school students
Medium
KEY POINT: A3 thinking is robust, adaptable, and can be applied to majority of problems
A3 Problems
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11. • Ensure clarity around why we are working on this problem –
are we aligned with key business objectives?
• Rely heavily on pre-discussion and alignment with leaders
• Seek to understand the motivation behind resistance
– Use the Five Why’s to identify root cause(s)
• Address common root causes:
– Lack of understanding → Meet one-on-one to explain
– Lack of priority → “Are we working on the right problem
right now?”
– Lack of bandwidth → Ask “Will solving this problem
improve your daily work?”
– Lack of confidence in process → Ask to “suspend
disbelief” until results are proven
Question 2: What if there is a lack of
leadership support for solving the problem?
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12. • “Start with Why” – build a collaborative vision
• Create a safe environment based on trust
• Be transparent about motivations – don’t push an agenda
• Actively solicit and implement the team’s input – defer to
the process experts
• Use ‘one-on-one’ conversations as needed
• Consider that it is better implement a lower benefit idea
that is ‘ours’ than a higher benefit idea that is ‘yours’
• Reassure them that initial countermeasures are
experimental and that failure is not final
• Fully delegate ownership of the solutions
• Elevate the team – function as support / facilitation
Question 3: How do you get ‘buy-in’ from
the team?
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13. • Ask – do we want to be solving this same
problem 6 months from now or fix it for good?
• Understand difference between ‘fast’ and
‘slow’ thinking – A3 process engages the
‘rational’ brain
• Implement short-term countermeasures to
‘stop the bleeding’ and buy time for deep
investigation
• Emphasize that multiple PDCA cycles are
incorporated into A3 process
• Always validate results and adjust as needed
• Thoroughly communicate each step of the
process using the A3 ‘story board’
Question 4: How can we deal with pressure
to find a ‘quick solution’?
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14. • Go slow to go fast – take time for thorough analysis
• Use data when possible to validate potential root causes
• Follow structured process (i.e. “fishbone diagram”) to brainstorm
around common categories, such as:
Question 5: How can we keep from jumping
to conclusions about the root cause(s)?
Root Cause
Analysis
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15. • Brainstorm around each
category with the team
• Ensure at least 2-3 potential
root causes for each category
to promote “out of the box”
thinking
Question 5: How can we keep from jumping
to conclusions about the root cause(s)?
Fishbone Diagram
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16. • Dig deep - understand difference between
symptomatic and true root causes
• Ask “Why” until true root cause is identified and not
logical to ask “why” anymore (does not have to be 5x)
• Remember: Ask “Why?” not “Who?”
Examples:
Question 5: How can we keep from jumping
to conclusions about the root cause(s)? The “5 Why’s”
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17. • Seek deep understanding of the problem – ‘go to the gemba’
• Establish brainstorming guidelines with team, such as:
– No idea too big, too small, or too crazy
• Kaizen – small, incremental changes
• Kaikuku – large, innovative changes
– Respect input of all – benefit of perspective of process
experts and ‘fresh eyes’
– Suspend initial judgement of ideas during initial
brainstorming
• Brainstorm around categories (i.e. 6M’s or 4P’s)
• Provide anonymity in idea generation, particularly if
leadership is participating
Question 6: How can we help the team think
‘outside the box’ when it comes to
countermeasures?
Brainstorming
Techniques
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18. 1. Put identified root cause(s) on flip chart
2. Have each team member brainstorm solutions in
silence, writing down one idea per sticky note
3. Place all the notes on wall. Read each one to verify
understanding. Combine duplicate ideas.
4. “Affinitize’ the ideas by grouping them into logical
categories
5. Use selection methods such as nominal group
technique or multi-voting to identify potential
solutions
6. Narrow further by placing top ideas on cost-benefit
matrix (optional)
7. Select final ideas - recommend no more than 3-5
Question 6: How can we help the team think
‘outside the box’ when it comes to
countermeasures?
Potential
brainstorming process
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19. • Understand the
typical spectrum of
responses to change
• Root cause for
resistance typically
fear
• Responses are
dynamic – can change
with time, knowledge,
and experience
Question 7: What are some
recommendations for handling resistance
to new improvements?
Change response
distribution
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20. • Rely on “nemawashi” – pre-discussion with those
affected by change - ‘preparing the soil’
– Two-way dialogue with purpose of:
• Explaining the ‘what’ and ‘why’ of the change
• Soliciting feedback from stakeholders
• Understanding root cause(s) of any resistance
Antidotes to fear-based resistance to change:
• Knowledge – ensure full understanding of change
• Inclusion – solicit and incorporate feedback
• Adaptation – reassure that solutions are
experimental and iterative
• Support – provide ongoing dialogue and resources
Question 7: What are some
recommendations for handling resistance
to new improvements?
Prevention and
reaction to resistance
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21. Question 8: What are the best methods to
manage change communication for
improvements?
ADKAR Change
Management Model
• What is the
change?
• Who is
impacted?
Awareness
• Why the
change?
• What’s in it for
me?
Desire
• Training – verbal
and written (i.e.
“One Point
Lesson”)
Knowledge
• Verify change
is understood
and applied
Ability
• Resources and
ongoing support
• Adapt as
needed
Reinforcement
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22. Question 9
Question 9: How do you follow through on
actions and accountability in sustaining
the gains?
• Accountability < OWNERSHIP
• Have a system for managing sustainment activities
• One owner per action item – can delegate work but ultimately
responsible for results
• Thoroughly communicate the what and why– but let owners
determine the how and when (with guidance)
• Follow-up on pre-determined frequency
• Set the standard – own your stuff
• Make progress visible – control charts useful to prevent
overreaction
• Ensure owners have needed support - ask “How can I help?”
• When gaps occur, suspend judgement – start with asking “Why?”
• Recognize achievements
Promoting “Ownership”
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23. Question 9
Question 9: How do you follow through on
actions and accountability in sustaining
the gains?
Control Plans
• Control plans
ensure robust
follow-through
on sustainment
activities
• Establishes the
what, who,
when, and
trigger points
for action
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24. • Consider complexity of problem when choosing approach
• Attempt to understand root causes of lack of support / resistance
• ‘Start with why’ and sincerely engage team members to ensure buy-in
• Use collaborative brainstorming methods for robust root cause
analysis and countermeasure identification
In Conclusion…
• Maintain discipline in the process – resist pressure to jump
to conclusions or ‘quick solutions’
• Use “nemawashi” (pre-discussion) to prevent and react to
resistance
• Focus on thorough and effective change management
• Emphasize ownership vs. accountability
• Always remember – “Progress over perfection”
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25. Additional Resources
Further reading:
• Managing to Learn by John Shook
• Developing Lean Leaders at All Levels by Jeffrey Liker
• The Toyota Engagement Equation by Tracy and Ernie Richardson
• The Speed of Trust by Stephen R. Covey
Connect with Jess:
• Website: www.yokotenlearning.com - Coaching available
• LinkedIn: www.linkedin.com/in/jessorr
• Email: jessorr11@gmail.com
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26. Announcements
(Then Q&A)
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27. Other Resources
www.KaiNexus.com
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28. KaiNexus Podcasts
• www.KaiNexus.com/podcasts
• Subscribe via:
– iTunes
– Google Play
– Stitcher
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29. Q&A
• Web:
– www.kainexus.com
– blog.kainexus.com
– www.yokotenlearning.com
• Webinars on Demand:
– www.kainexus.com/webinars
• Social Media:
– www.twitter.com/kainexus
– www.linkedin.com/company/kainexus
– www.facebook.com/kainexus
Clint Corley
Enterprise Account Executive
Clint.Corley@KaiNexus.com
Jess Orr
Continuous Improvement Practitioner
jessorr11@gmail.com
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