The document introduces the A3 problem-solving method using a single sheet of paper. It explains that A3 thinking structures how problems are captured, communicated, and addressed. The key components of an A3 report are the current condition, target condition, steps to address the problem, and measurements to track progress. The A3 method focuses on visible thinking to close knowledge gaps before performance gaps. It should be used as a learning tool following the PDCA cycle to pursue problems where the solution is not already known.

1. Developing People Using A3 Thinking Jamie Flinchbaugh Lean Learning Center

2. One Page Primer on A3 One sheet of paper (international standard for ~11x17 size) Simplified and standardized report writing A method for thinking through a problem … one single format for everybody and every purpose … about the piece of paper … (just) about the solution Is Is Not

3. When to Use It … collaboration in thinking is required … you need to make your or someone else’s thinking more visible … you have a knowledge gap … you already know the solution … you think you know the solution and just need to test it … to force fit your work into a report for credit Do when… Don’t when…

4. Project Area: Owner: Background & Problem Statement Current Condition Target Condition Steps, Schedule and Measurements Information should FLOW and be simple. The A3 is a method to structure, capture, communicate, and coach.

5. Project Area: Owner: Background & Problem Statement Current Condition Target Condition Steps, Schedule and Measurements What is the problem? What do we need to learn? What does good look like? What actions will get us there and how will we know?

7. What change do I need to see? The problem statement determines the trajectory of our thinking. Problem Statements

8. The Current Condition “ Farming looks mighty easy when your plow is a pencil and you’re a thousand miles from the corn field.” – Dwight Eisenhower What do I not understand that I need to learn? Close the knowledge gap before closing the performance gap.

9. The Target Condition What does good look like? Where am I currently? What is my target? How do I get there?

10. Follow PDCA A3 is most powerful when treated as a learning tool. This starts with the problem statement and continues all the way through the verification and action.

11. Call to Action Don’t start with coaching, start with doing. Each of you has some problem worthy of using lean thinking and the A3 method to pursue. Start with a problem that you DON’T have the current knowledge to solve. Lean is a change of how people think and work. We must be the change we wish to see. Lean begins with you!

12. Jamie Flinchbaugh, Lean Learning Center Jamie@LeanLearningCenter.com / www.LeanLearningCenter.com Blog: www.JamieFlinchbaugh.com Find Me