A3 problem solving
A3 is a structured problem solving and continuous improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners.
A3 is simple and strict approach systematically leading towards problem solving over structured approach.
A3 is based on the principles of PDCA (Plan-Do-Check-Act).
A3 leads towards problem solving over the structure, placed on the ISO ISO A3 single sheet paper. This is where the process got its name.
A3 Thinking
1. WHAT IS AN A3 PROJECT?
An activity that
(a) supports achievement of the continuous improvement objectives
(b) requires > 20 hours dedicated man-hours
(c) has an A3 worksheet
2. WHERE DO A3 PROJECTS COME FROM?
All functions and all personnel is entitled to propose projects. Derived from e.g. continuous improvement objectives or VSM or other business critical source e.g. compliance requirement or safety requirement
All projects pre-screened by SNR managers prior to proposal for the master list. The master project list is maintained by the continuous improvement facilitator.
3. A3 OBJECTIVE
To provide a one A3 page summary of a program, project or problem, for the project team & relevant personnel within the organization
4. WHY?
(a)Encourages brevity & sharpness of thinking
(b)Tells a logical story on one sheet for all viewers
(c)Provides a common organization-wide format for all program, management, project management & problem solving activities.
5. WHO?
Team leader of the program or project, or process owner of the area under review.
6. HOW?
Completion of the standard A3 Template. The template usually consists of 7 to 9 boxes with standard input requirements, that follow the 8 step path. The template is modified to suit individual projects. Use photographs, drawings & graphs to tell the story.
7. UPDATE FREQUENCY
The A3 is a living document and is updated as the team moves through the stages of the project.
8. REVIEW FREQUENCY
The A3 document is reviewed by the team and program or project champion on an as-required basis during the project lifespan. Review frequencies are determined at the start of the project.
A3 Steps
| Step and objective | Tools used |
|---|---|
| Step 1: Clarify the Problem | |
| Why am I looking at this problem? What is the problem? Who is interested in the problem? What benefit does solving this problem have for me? How does it help to address the goals of the business? |
Voice of the customer Stakeholder analysis Is/is not analysis |
| Step 2: Breakdown the Problem | |
| What is the size of the problem? What data do I have? What are the component parts of this problem? How much will I address at this point? |
SIPOC process mapping spaghetti mapping data collection run chart bar chart histogram box plot |
| Step 3: Set the Target | |
| What outcome do I want? Visualize the desired results. Using the data, set a measurable and realistic goal. |
Goal setting Agreement with stakeholders on outcome |
| Step 4: Analyse the Root Cause | |
| Clarify the root cause. Consider as many potential cause factors as possible. |
Interviews, 5 whys, cause and effects analysis, regression & correlation, process capability analysis |
| Step 5: Develop Countermeasures | |
| List as many potential countermeasures as possible. Identify an effective countermeasure that directly addresses the root cause. |
Brainstorming Team discussion |
| Step 6: Pick a Countermeasure and implement | |
| Select the most practical and effective countermeasure. Create a clear and detailed action plan. Implement quickly. | Action plan |
| Step 7: Monitor Results & Process | |
| Monitor progress and report findings to stakeholders. It may require more than one attempt to get the desired result. Mistakes are an important part of the learning process. | Run chart, control chart |
| Step 8: Standardize & Share Success | |
| Document the new process and set as new standard. Share the new standard through Horizontal deployment. Reflect and celebrate success. Start the next Improvement! | Standard work |
See also
- Analytical quality control
- Corrective and preventative action (CAPA)
- Eight dimensions of quality
- First article inspection (FAI)
- Quality assurance
- Quality management framework
References
Further reading
- The A3 Problem Solving Way: An Introduction
- the basic Problem Solving Tool by Lori Pelletier
- Issues in A3 Problem Solving, Presented by Art Smalley
- Rubrich the president of WCM Associates LLC.
- The Seven A3 Problem Solving Steps in Detail