The document presents an introduction to A3 problem-solving, featuring Tracy O'Rourke as the speaker, who outlines the A3 process, its significance, and its practical applications in lean and Six Sigma methodologies. It details the steps involved in creating an A3 report, including identifying problems, analyzing root causes, implementing countermeasures, and evaluating outcomes. The session also encourages audience interaction through polls and highlights additional training resources available at goleansixsigma.com.

1. Introduction to
A3 Problem Solving
Presented by Tracy O’Rourke
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2. About Our Presenter
• Managing Partner at
GoLeanSixSigma.com
• Co-author of
The Problem-Solver’s Toolkit
• Co-host of the
Just-In-Time Café Podcast
Tracy O’Rourke
/Tracy-ORourke
@RourkeTracy
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3. How to Interact
Answer Polls! Ask a Question!
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4. Where Are You From?
Share your location in the Question area in your
Control Panel!
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5. Who Is GoLeanSixSigma.com?
• GoLeanSixSigma.com makes it easy for everyone
everywhere to build their problem-solving muscles
• We provide the most practical, easy to understand
and enjoyable Lean and Six Sigma resources
available
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6. We’ve Helped People From…
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7. Today’s Agenda
• Defining the A3
• Discovering why the A3 matters
• Breaking down the elements of the A3
• Committing to using the A3
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8. What Is an A3?
An A3 is a one-page report on the background
and current state of a project.
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9. Why Use An A3?
• Common approach:
Plan-Do-Check-Act (PDCA)
• Tool to make Lean thinking
visible
• Working document throughout
the process
• Communication tool
• Tool to build problem-solving
muscles
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I like one-
pagers. So
much easier to
manage!

10. Poll #1
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How have you used an A3?
A. I haven’t used one
B. Used at the end of an improvement to
document it
C. Used during all of the PDCA cycle of
improvements
D. Other

11. Scientific Method:
A method of procedure that has characterized
natural science since the 16th century,
It consists of systematic observation,
measurement, and experiment, and the
formulation, testing, and modification of
hypotheses.
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Scientific Method

12. 12
Follows DMAIC Process
Define
Measure
Analyze
Improve
Control

13. Follows the PDCA Cycle
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Plan
Do
Check
Adjust

14. 14
Steps for Practical Problem Solving
1. Clarify the problemPlan
2. Break down the problemPlan
3. Set a target we will achievePlan
4. Analyze the root causePlan
5. Develop countermeasuresPlan
6. Implement countermeasuresDo
7. Evaluate process and resultsCheck
8. Standardize success, learn from failures, set another targetAct
Toyota Business Practice Within PDCA

15. Important Definitions
• Problem or symptom:
An issue or paid point
in a process that causes
dissatisfaction or an
undesirable results
• Root Cause: The
foundational reason a
problem exists. If this is
solved, the problem will
go away
• Countermeasure: An
action that is taken to
resolve a problem,
symptom or a root cause
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That
sounds like a
solution, not
a problem.
The
problem is that
we don’t have a
lunch buffet.

16. Left Half of an A3
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17. 1. Clarify the problem
• Determine the issue to be
addressed
2. Break down the problem
• Grasp the current condition
3. Set a target to achieve
• Agree on the goal and expected
outcomes
4. Analyze the root cause
• Conduct process & data analysis
5. Develop countermeasures
• Brainstorm ideas for countermeasures
• Select countermeasures to be tested
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Plan

18. Problem Statement: A short description of the
issue to be addressed. It should not contain:
✘ Blame towards a department or individual
✘ The root cause
✘ A solution
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A problem statement
answers the following:
ü What is the problem
or issue?
ü What is the measure
you’re trying to impact?
The problem is,
we need to hire
more people.
That sounds like
a solution, not a
problem!
Clarify the Problem

19. 19
Process Walk
Break Down the Problem

20. Goal Statement: the target of the process
measurement.
The data shows that for many orders, the Order Lead Time
is well beyond the 20 minute requirement! The team
needs to reduce the Order Lead Time significantly!
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Sample size: 100
Average: 28 minutes
Standard deviation: 6 minutes
Minimum: 13 minutes
Median: 29 minutes
Maximum: 49 minutes
Set a Target to Achieve

21. Hypothesis Statement: an educated guess
about the suspected cause (or causes) of defects
in a process.
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Analyze Root Cause

22. Fishbone Diagram Example
Stale
Bread
Limited
Options
Too slow
Too Noisy Radish is
only garish
Method is
complicated
Kitchen takes too
long with lunch
orders
Storage
Dropped
dishes Vendor
availability
PresentationAmbience Ordering
Service Menu Food
Why such
variation in
customer
satisfaction?

23. Bahama Bistro A3: Left Half
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24. Poll #2
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What challenges do you encounter when
using the A3?
A. The tendency to jump to a solution
B. A3 viewed as a document to be completed
after the improvement is done
C. A3 use is not part of organizational culture
D. Leaders do not promote A3 use
E. Any or all of the above

25. Right Half of an A3
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26. 6. Implement countermeasures
• Coordinate and launch the pilot
or test
• Troubleshoot as needed
• Document deviations from plan
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Do

27. Proposed Countermeasures
• Proposed Countermeasures: The term
“countermeasures” is used instead of “solution.”
Rather than saying a problem is “solved,”
countermeasures are temporary responses to
specific problems that will serve until a better
approach is found or conditions change.
• Implementation Plan: What are the main
actions and outcomes for executing the plan?
• This includes the 4Ws and 1H: What, When,
Where, Who and How
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28. • Countermeasure: temporary solution to counteract a
root cause
• Possible Countermeasures if appropriate:
• Elimination of waste
• Workload balancing
• Standard work
• 5S and/or visual management
• Mistake-proofing pull systems:
Kanban, FIFO Lane
• Work cells
• Single-piece flow
• Batch reduction
• Changeover reduction
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Do Tools

29. Implementation Plan
• What is the project or improvement effort you
would like to easily document?
• How would some of the questions help you
think through and communicate what is
happening?
• Where could you use this framework to help
your team think through issues?
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30. 30
Check / Study

31. 7. Evaluate process and results
• Reflect on the pilot/test
• Assess what worked and what
didn’t
• Gather feedback from pilot/test
participants
• Document learnings
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Check / Study

32. 32
Follow Up Plan

33. 8. Standardize success, learn
from failures, set another
target
• If pilot/test is a success, plan for
sustainability
• Document a new or revised
pilot/test
• Make adjustments as required
• Go back to “Plan” start a new
cycle of improvement
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Act / Adjust

34. A3 Completed
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35. Related Webinars
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How Leaders Use A3s
to Coach Employees
Introduction to PDCA

36. Today We Covered
• Defining the A3
• Discovering why the A3 matters
• Breaking down the elements of the A3
• Committing to using the A3
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37. Questions?
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38. Getting Started
Learn more by starting some more training!
• White Belt Training & Certification (Training is FREE)
• Yellow Belt Training & Certification (Training is FREE)
• Green Belt Training & Certification
• Black Belt Training & Certification
• Lean Training & Certification
Coupon Code: 20A3PS
20% discount on all courses!
*Expires September 16, 2018
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39. eBook: The Problem-Solver’s Toolkit
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• Available on our site!
goleansixsigma.com/
product/problem-solvers-
toolkit/
• Kindle version available
on Amazon

40. Upcoming Webinar: Sept. 11, 11am PDT
Register today at GoLeanSixSigma.com/webinars
We’ll select upcoming webinars based on your feedback, so please share
your feedback on the survey at the end of close of this webinar.
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41. Just-In-Time Café Podcast
Tune in at GoLeanSixSigma.com/cafe for the latest
Lean Six Sigma news, easy ways to apply Lean Six Sigma
and interviews with process improvement leaders like you!
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42. Success Stories
Check out more success stories from Go-Getters just like you
at GoLeanSixSigma.com/Success
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43. Wonder Women of Quality
Join us each month as we highlight another unsung
hero of Quality!
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44. Questions?
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45. Thank You for Joining Us!
More questions? Ask us at
contact@goleansixsigma.com
Click here to download free tools,
templates, infographics and more!
@GoLeanSixSigma/company/GoLeanSixSigma-com /GoLeanSixSigma 45