The document discusses the use of the A3 document for process improvement projects. It describes how the A3 is used to: - Document improvement projects from start to finish on a single sheet of paper. - Foster communication and ensure stakeholder alignment by walking stakeholders through filling in the different sections. - Track a project's progress by leaving empty spaces in sections like "Improve" that get filled in as improvements are implemented. The A3 provides structure for process improvement projects and helps maintain focus on problem-solving through its limited space. It tells the story of a project from beginning to end.

1. Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

2. • The A3 document is used by the A3 candidate as s/he goes through
the A3 program
• The A3 document was
used extensively through
the Master Design project
to document and
understand decisions made
• The A3 document has been
used with the X-matrix to
lay out strategic decision
making for departments
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

3. Looking for Problems/Opportunities
• Focus on the problem (not the solution or the cause)
• Stated from the customers perspective - Need not be quantified
• Could be stated as an “opportunity”
• A good problem statement will allow the reader to get a feel for the magnitude of
the issue and how the current situation is negatively impacting strategic goals
(Quality, Research, People, Financial Stability, and Growth/Access)
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

4. • The term “A3” refers to the paper size (11 x 17) used for problemsolving, proposals, plans, and project reviews
• However, more than just a paper size, it…
• Fosters dialog
• Provides a standard way of communicating
• Think of it as a 5S for information
• Gives insight into stakeholder alignment
• Aides in project management
• Tells the story of the project
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

5. Why is the A3 useful?
Why is the A3 challenging to use?
• When done properly, it tells a story,
from the upper left-hand side to the
lower right, which anyone can
understand
• It requires a change in behavior and
thinking
• It contains all the elements of DMAIC
• It forces users of the process to limit
their project material to one sheet of
paper
• Summarizes an entire project or plan
on a single sheet of paper
• It requires a process and a system for
using it successfully
• It is a “work-in-progress” that requires
constant revision as new information
becomes available
• It prevents you from going right to a
solution
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

6. Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

7. Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

8. Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

9. Owner:
Coach:
Title of the A3:
Process Owner:
DEFINE: Background
Future State Process Map
Insert background information here as to why working on this is important. A few bullet points
are ideal
This area will contain the Current State Process Map and current data that is available and
applicable.
Problem Statement
Insert problem statement here
IMPROVE: Implementation Plan
Insert plan of action- who is doing what by when to get the plan implemented
SMART Goal
ACTIVITY
Insert SMART Goal here
DATE
WHO
EXPECTED OUTCOME
MEASURE: Current Conditions
This area will contain the Current State Process Map and current data that is available and
applicable.
RESULTS Insert the metrics after implementation begins to show improvements
Metric Improved
Pre
Post
NVA Time
Cost Savings
% of
Improvement
ANALYZE: Fishbone
Insert a fishbone diagram to depict the potential causes, circling the top causes
PEOPLE
METHOD
MEASUREMENT
CONTROL
Insert a chart to show the measurements have improved from baseline and any pertinent
pictures to show …. And the clear plan to show how the project will sustain itself
Metric
PROBLEM STATEMENT
MACHINE
MATERIAL
ENVIRONMENT
www.akronchildrens.org/giving
Dates
Who
Countermeasures

10. Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

11. Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

12. • Guiding
• For planning the strategy for a Value Stream
• Used with Champions and Process Owners
• Lay out the vision of where and how process improvement can be
engaged within the department
• Functional
• For managing a DMAIC project
• Used by the project leader to fill in the key project findings
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

13. • Project Leader walks the Champions &
Process owners through the blank A3
• As you work to fill in the blank spaces, going
through the A3, you’ll find that discussions
about the value stream will be discussed
that otherwise would not have taken place
• As the project is ongoing, it can be used as
a reference to curious parties when the
project leader wants to showcase how the
project is progressing
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

14. Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

15. • In the project’s beginning, the Project Leader works with the
project stakeholders regarding their view of the value stream
• If the stakeholders are discussing the same problems, there is alignment that
certain issues need to be addressed
• If the stakeholders are
not discussing the same
problems or worse yet,
pointing fingers at one
another, the project
leader needs to use
her/his soft skills to
move the group to have
the same vision
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

16. Why it is important to have alignment?
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

17. • As the project progresses, the empty spaces act as a signal that
there is still work to complete on the project
• The Improve section is especially important as it highlights…
•
•
•
•
Improvements to be made
Who is responsible
When the improvement is due for completion
Completion percentage for the improvement
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development

18. • At the end of your project, the A3 can be used to…
• Track the progress of the project metric after implementation
• Displayed in the gemba to show off their hard work
• Showcase to stakeholders outside of the department/project
Source: Dallas Children’s Hospital
Mark A. Watson Center for Operations Excellence
Process Improvement Through People www.akronchildrens.org/giving
Development