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
Download Presentation The PPT/PDF document "The A3 Process and A3 Thinking" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
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 ReportSlide18Slide19Slide20
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