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The A3 Process and A3 Thinking The A3 Process and A3 Thinking

The A3 Process and A3 Thinking - PowerPoint Presentation

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The A3 Process and A3 Thinking - PPT Presentation

The source for much of this is material is from Understanding A3 Thinking Durward K Sobek II and Art Smalley CRC Press What is an A3 Problem Solving Tool Developed by Toyota ID: 683586

thinking problem process root problem thinking root process elements results plan countermeasures actions follow current solving organization data goal implementation future tool

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Slide1

The A3 Process and A3 ThinkingSlide2

The source for much of this is material is from:

“Understanding A3 Thinking”

Durward K. Sobek II and Art Smalley CRC PressSlide3

What is an A3?

Problem Solving Tool

Developed by Toyota

Supported PDCA

Supported Total Quality program

Top management preferred visual control over lengthy text reports

A3 name derived from size of paper used (A3 is metric equivalent of 11 x 17 paper)Slide4

Problem Solving at Toyota

Ultimate Goal is a problem resolved

So it is less likely to occur in the future

Skill of the problem solver is increased so they can handle more challenging problems in the future

*

Process to solve problem is more critical that short term resultsSlide5

Why A3?

Allows collaborative in-depth problem solving

Drives towards Root CauseDefines the issue through the “Eyes of the Customer”

Forces an understanding of the Current Condition before jumping to solutions

Provides a consistent approach to Problem Solving

It is easy to learn and rememberSlide6

A3 and Lean

Direct tie in and support of:

Value Stream MappingKaizen Philosophy

Fast ResponseSlide7

A3 Involves

Actual Observations

Collection of Facts and DataInterviews

Analysis

Good Problem Solving Skills

It is also recommended that a coach/adviser assist with dialog, critique, feedback, and development.Slide8

A3 versus A3 Thinking

A3 is a problem solving tool

Used without A3 thinking it is just another tool, that will get the same results as PDCA, or any other tool

A3 Thinking

is the process of logically working

through a problem in a systematic and

standard method - The A3 form serves as the roadmap to guide the thinkingSlide9

The 7 Elements of A3 Thinking

Logical Thinking Process

ObjectivityResults

and

Process

Synthesis, Visualization, Distillation

Alignment

Coherency within and Consistency acrossSystems ViewpointSlide10

The 7 Elements of A3 Thinking

Logical Thinking Process

A3 thinking promotes Scientific Method of investigation

Importance is placed on factually discerning the difference between

Cause

and

EffectTakes into accountNumerous potential avenues

Effects of implementation

Possible stumbling blocks

ContingenciesSlide11

Objectivity

Quantitative facts are used to verify understanding

Facts and Details are framed as objectively as possible

Courses of action promote organizational good vs. personal agendas

The 7 Elements of A3 ThinkingSlide12

Results and Process

A3 Thinking is a Process that drives Results

Results without process lead to little long term valueProcess without results fails to move the organization forward

A3 Thinking By You

Allows you to know how well a person understands the problem

Understand how a solution fits into the larger picture

The 7 Elements of A3 ThinkingSlide13

Synthesis, Visualization, and Distillation

Brevity of reports forces synthesis of information to only the most vital points

A3 thinking encourages information through graphical representation to communicate the message clearly and efficiently

Graphical information, clearly and concisely stated, distills thinking to critical facts

The 7 Elements of A3 ThinkingSlide14

Alignment

Inclusion of the problem, the analysis, the actions, and the follow-up plan gives all team members something concrete to agree or disagree with

A3 structure provides a vehicle for communication

Horizontally – those affected by change

Vertically – the hierarchy of the organization

Back and Forth in Time – a record of past remedies and recommendations to consider for the future

The 7 Elements of A3 ThinkingSlide15

Coherency Within, Consistency Across

A3 report structure establishes a logical flow that promotes coherency in the approach and thinking

Flow of the A3 promotes consistency across the organization, that speeds up communication and understanding

The 7 Elements of A3 ThinkingSlide16

Systems Viewpoint

A3 format demonstrates that the problem solver

Has a purpose for the actions proposedActions proposed further the organization’s goal, needs, and priorities

Understands how the actions proposed affect other parts of the organization

The 7 Elements of A3 ThinkingSlide17

The A3 ReportSlide18
Slide19
Slide20

Select

A Problem

Objectively describes the PROBLEM

Is described in action

Reduce

Eliminate

Improve

*Should not contain a solutionSlide21

Grasp the Current Situation

Background

to the ProblemWritten for a target audience

What is their background?

What is their informational need?

Tied to a company (business) goal

Is Clear and Visual

Use historical data and dates

Help the audience understand the problemSlide22

Grasp The Current Situation

The Current State

Before a problem can be properly addressed, one must have a firm grasp of the current situation. To do this, Toyota suggests that problem-solvers:

Observe the work processes first hand, and document one’s observations. (Go to GEMBA)

Quantify the magnitude of the problem (e.g., % of customer deliveries that are late, # of stock outs in a month, # of errors reported per quarter, % of work time that is value-added); if possible, represent the data graphically

Create a

diagram

that shows how the work is currently done. Any number of formal process charting or mapping tools can be used, but often simple stick figures and arrows will do the trick.Slide23

Target

How will we know the project is successful?

What will be the standard for comparison?

Make the goal measurable

Consider how to collect the data to validate effectivenessSlide24

5 Why’s Analysis (Root Cause)

Failure to address the root seed of the problem, most likely means it will reoccur

5 Whys technique used by TOYOTA to dig to root causeStructured tests and experiments when 5 Whys do not deduce root cause

Key Questions:

Are the work activities specified in terms of content, timing, sequence, and outcome?

Are the connections between entities clear, direct and immediately comprehensible?

Are the pathways along which goods and services travel simple, direct, uninterrupted, and value add?

*Almost all failing systems violate one of these

Root Cause AnalysisSlide25

Devising Countermeasures

Once root cause is identified then brainstorming changes to the system (countermeasures) to address the root cause begins

Countermeasures should be designed to prevent a reoccurrence of the root cause

Emphasis on Why the problem occurred not just fixing the problem

Multiple countermeasures are encouraged to help insure a systems viewpoint

*

Like the Current State the Future State should also be expressed graphically

CountermeasuresSlide26

Creating an Implementation Plan

Should include the 4W’s and 1 H

Who is responsible for the countermeasureWhat is the cause of the problem

When it will be implemented

Why this countermeasure is being implemented

How will this be implemented

* Also includes the expected outcome of each taskSlide27

Effect Confirmation

Graphical representations of the effects of the Implementation Plan

Use the same standard as in the Goal section

Try to verify the effectiveness of each countermeasure

Plan in advance the data collection strategy

Identify who will collect the data and how often it will be collected

Effect ConfirmationSlide28

Follow-up Actions

What have we learned?

What additional changes are needed from our learning?

Can other areas within our department/plant benefit from our

changes?

Can other areas of the company benefit from our changes?

Do our changes need documented?

Do our standards need changed?

Follow-up ActionsSlide29

Important to verify the actual results against the predicted results

Was the implementation plan effective?

Did you learn enough about the problem to devise countermeasures that actually worked?

Demonstrates that the organization is paying attention to problems

Creating a Follow Up Plan

Follow-up ActionsSlide30

Obtaining Approval

Not done as a bureaucratic step

Is an opportunity to mentor

Was their rigor in the development of the A3?

Did the problem solver visit Gemba?

Does the root cause make sense?

Do the countermeasures address the root cause?

Is the implementation plan realistic?

Is the follow up plan (metrics) substantive?Slide31

A3 Examples

Example A3’sSlide32

A3 Examples

Example A3’sSlide33

A3 Examples

Example A3’s