A3 Thinking: A Structured Approach to Problem Solving
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A3 thinking is a structured approach to problem-solving and continuous improvement, widely used in lean organizations, originating from the Toyota Production System. It emphasizes systematic analysis, data-driven decision-making, and collaboration to tackle root causes effectively while maintaining a culture of improvement. The process involves stages such as problem definition, analysis, countermeasures, and follow-up, culminating in a concise A3 report that serves as a comprehensive summary and communication tool.
A3 Thinking: A Structured Approach to Problem Solving
- 1. CITOOLKIT A3 Thinking A Structured Approach to Problem Solving A3
- 2. citoolkit.com Introduction As a leader, a big part of your job is to solve problems as they come up. There are many approaches and tools that can help in the area of problem solving which is the driving force behind continuous improvement. A3 Thinking 2 They range from the more complex Six Sigma methodologies to the simple A3 thinking approach.
- 3. citoolkit.com Definition A3 thinking is a logical and structured approach for problem solving and continuous improvement. Can be used for most kinds of problems and in any part of the business. A3 Thinking 3
- 4. citoolkit.com Lean Adopted by Lean organizations around the world and developed as part of the Toyota Production System. A3 Thinking 4 LEAN Widely used by lean manufacturing practitioners
- 5. citoolkit.com Systematic Approach Provides a system for planning and problem solving, and at the same time develops and maintains a culture for continuous improvement. A3 Thinking 5 The power of the A3 approach lies in the systematic and structured method it takes to solve problems.
- 6. citoolkit.com Systematic Approach Although it appears to be a step-by-step process, A3 is built around the PDCA management philosophy. A3 Thinking 6 The A3 process usually contains multiple stages, and the number of stages may vary depending on the preference of the company. Act Plan Check Do
- 7. citoolkit.com Systematic Approach Relies on the principle that it is much better to address the real root-cause rather than trying to find a solution. A3 Thinking 7 It’s important not to jump to the solution when solving a problem as it is likely to be less effective.
- 8. citoolkit.com Data-Based It supports use data to truly understand the problem and implement the best corrective actions and countermeasures. A3 Thinking 8 Data can help to understand the current state and will help to determine whether the selected countermeasures were effective or not.
- 9. citoolkit.com Data-Based On of the characteristics of the A3 approach is that it does not get into specific details, so you don't get overwhelmed with details you don' t need. A3 Thinking 9
- 10. citoolkit.com A3 Sheet of Paper A3 is the practice of getting the problem, analysis, countermeasures and action plan written on a single sheet of paper. A3 Thinking 10 Problem Analysis Countermeasures Action plan It provides a concise summary of the project and considered a good storytelling tool to communicate any project.
- 11. citoolkit.com A3 Sheet of Paper It is typically displayed on an A3 sheet of paper. A3 Thinking 11 17 inches 11 inches The name A3 is derived from the international-sized A3 paper
- 12. citoolkit.com A3 Sheet of Paper You don’t need a special software or computer skills to use the A3 approach. You may use ready made A3 templates or just a pencil and an eraser as you will need to erase and rewrite several times. A3 Thinking 12
- 13. citoolkit.com Applications The flexibility of the A3 approach makes it an ideal tool for many other applications such as planning, decision making and innovating. A3 Thinking 13 Planning to improve customer satisfaction Deciding which supplier to select Innovating a new product development
- 14. citoolkit.com Applications It helps to solve problems at all levels of the company from strategic to operational. A3 Thinking 14 Leaders should ensure the alignment from the top all the way to the bottom.
- 15. citoolkit.com Applications A3 thinking is not just a problem-solving or a planning tool. A3 Thinking 15 The development of a continuous improvement culture is at the core of A3 thinking
- 16. citoolkit.com Benefits A3 Thinking 16 Helps the team to gain deeper insight into problems 02 Allows people to see problems through the same lens 03 Promotes collaboration and knowledge sharing and encourages learning and continuous improvement on every organizational level 05 Encourages root cause analysis and the use of data 06 Encourages commitment to common goals and strengthens the levels of responsibility 07 Empowers people to develop their critical thinking 08 Provides concise updates and a snapshot of the project health 09 Helps closing the gap between planning and doing 04 Provides a structured and consistent approach to the improvement process 01
- 17. citoolkit.com A Team Exercise The A3 report is not intended to be an individual exercise. It requires the effort of a dedicated team who should use the tool to improve and collaborate. A3 Thinking 17 It has become one of the most popular lean tools today where people and teams work together to solve problems, share results and learn from each other.
- 18. citoolkit.com A Team Exercise The A3 approach allows to deal with problem-solving issues through simple structuring, good collaboration, and active communication. A3 Thinking 18 Knowledge can be structured and shared in a way that enables teams to practice scientific thinking as a way of discovering and learning together.
- 19. citoolkit.com A Team Exercise An A3 process is often managed by an individual who should own and maintain the A3 report. A3 Thinking 19 OWNS FACILITATES LEADS MAINTAINS He/she should drive the process and encourage team participation.
- 20. citoolkit.com A Team Exercise He/she will draw up the A3 report with the support and input of the team. A3 Thinking 20 All feedback and ideas from the A3 thinking sessions should be integrated into the A3 report.
- 21. citoolkit.com A Team Exercise Other Key Individuals . . . A3 Thinking 21 Process owner Project owner Note taker Champion
- 22. citoolkit.com A Team Exercise Make sure you involve the concerned people so that they can help and contribute to the project. A3 Thinking 22 Other stakeholders may have interest in the outcome of the A3 project.
- 23. citoolkit.com A Team Exercise A champion is a more senior leader who works directly with executives. A3 Thinking 23 Helps overcome roadblocks The driving force behind the implementation Participates in scoping, reviews and evaluation Being accountable for results Provides recommendations Ensures the availability of resources
- 24. citoolkit.com A Problem-Solving Tool A3 thinking provides an effective way to bring together many of the problem-solving tools into one place. A3 Thinking 24
- 25. citoolkit.com A Problem-Solving Tool Make sure you use visuals and graphics in the A3 report. A3 Thinking 25 They take less space and are more effective than text in communicating ideas or illustrating points.
- 26. citoolkit.com Steps for Implementing A3 Problem Solving The A3 process usually contains multiple stages. A3 Thinking 26 1. Problem Definition 3. Action Plan 2. Cause Analysis 4. Results A3 REPORT A3 four stages model 1. 5. 2. 6. 3. 4. 7. A3 REPORT A3 seven stages model The exact number of stages is not what matters but rather having a structured approach for problem-solving.
- 27. citoolkit.com Steps for Implementing A3 Problem Solving A3 thinking process focuses on developing understanding of the current situation and where you would like to be before thinking about the solution. A3 Thinking 27
- 28. citoolkit.com Steps for Implementing A3 Problem Solving One of the most common models is the seven stages model. A3 Thinking 28 Background 01 A3 Current Situation 02 Follow-up 07 Target 03 Implementation Plan 06 Countermeasures 05 Analysis 04
- 29. citoolkit.com How to Implement – Background Background 01 A3 Current Situation 02 Follow-up 07 Target 03 Implementation Plan 06 Countermeasures 05 Analysis 04 The first step is to identify the business reason for choosing this problem or opportunity In this stage, you need to identify the gap in performance and the extent of the problem Other useful information: where does it happen, how often, and if there is a pattern or trend You may use graphs or charts to show the facts visually A3 Thinking 29
- 30. citoolkit.com How to Implement – Background Remember that each A3 report should be focused on only ONE specific problem or opportunity. A3 Thinking 30
- 31. citoolkit.com How to Implement – Current Situation Background 01 A3 Current Situation 02 Follow-up 07 Target 03 Implementation Plan 06 Countermeasures 05 Analysis 04 The purpose of this stage is to document the current state of the problem You may need to refer to the process map to enhances your understanding of any process Sometimes you need to go to the Gemba to truly understand the current situation The problem statements should be agreed upon by the team members The problem statement can be refined to reflect any new learning that take place A3 Thinking 31
- 32. citoolkit.com How to Implement – Current Situation Problem Statement Insights . . . A3 Thinking 32 The problem is the gap between the intended purpose and actual usage Indicate mainly what is being affected and where it is occurring It is sometimes written in the following format: • The problem of... • is affecting... • the impact of which is... Should be brief and specific Should not Include background information or goals Should not discuss the causes or solutions Should be supported with data There is no right or wrong way of writing a problem statement The 5W2H approach can be used to further enhance your knowledge of the problem
- 33. citoolkit.com How to Implement – Current Situation Example of a PROBLEM statement . . . A3 Thinking 33 The manual oil refilling process using drums in the forming machines in line #4 make it difficult to control oil losses which may reach more than 4% per drum
- 34. citoolkit.com How to Implement – Current Situation Common Problem Categories . . . A3 Thinking 34 Cost Delivery Quality Moral Efficiency Health and safety Waste Customer satisfaction
- 35. citoolkit.com How to Implement – Target Background 01 A3 Current Situation 02 Follow-up 07 Target 03 Implementation Plan 06 Countermeasures 05 Analysis 04 The purpose of this stage is to define the desired future state and goals Clearly identify the expected benefits from solving the problem and implementing the solution Clearly identify the key metrics that will help measure the success of the project Clearly define the scope of the project – what is involved and what is not A3 Thinking 35
- 36. citoolkit.com How to Implement – Target Goal Statement Insights . . . A3 Thinking 36 Should clearly define the purpose of the project Should respond to the problem statement It is often written in the following format: Improve (primary metric) from (baseline performance) to (desired future performance) by (desired date of completion) Should start with a verb Should be brief and specific Should be agreed by all participants Should have a measurable target Avoid using technical language when writing a goal statement Avoid suggesting or assuming a solution
- 37. citoolkit.com How to Implement – Target Example of a GOAL statement . . . A3 Thinking 37 Reduce oil losses of the manual refilling process of the forming machines in line #4 to less than 1% per drum by the 30th of October
- 38. citoolkit.com How to Implement – Analysis Background 01 A3 Current Situation 02 Follow-up 07 Target 03 Implementation Plan 06 Countermeasures 05 Analysis 04 The purpose of this stage is to dig into the problem and understand why it’s happening The aim is to reach to the root causes which can then lead to effective countermeasures The most common two tools that are used in this stage are 5 Whys and Fishbone Analysis Root cause analysis may be complex and requires more advanced statistical tools A3 Thinking 38
- 39. citoolkit.com How to Implement – Analysis A3 Thinking 39 Avoid jumping to the solution without having a deep understanding of the problem Once the problem has been identified, it's time to find out a solution to the problem Several analysis tools are commonly used to help identify, understand, and address problems effectively including: 5 Whys, Fishbone Diagram, Process Mapping, Pareto Analysis, Root Cause Analysis, FMEA, and Histograms and Scatter Diagrams
- 40. citoolkit.com How to Implement – Countermeasures Background 01 A3 Current Situation 02 Follow-up 07 Target 03 Implementation Plan 06 Countermeasures 05 Analysis 04 Countermeasures are the actions to be taken to eliminate root causes or reduce their effects A solution is a set of countermeasures designed to resolve the identified root causes Brainstorm and evaluate possible countermeasures based on the analysis conducted earlier Cost, difficulty and time should also be assessed before deciding on which one to implement This stage also involves finding any needed quick wins, solving urgent issues and pilot testing A3 Thinking 40
- 41. citoolkit.com How to Implement – Implementation Plan Background 01 A3 Current Situation 02 Follow-up 07 Target 03 Implementation Plan 06 Countermeasures 05 Analysis 04 To achieve the target, develop a workable plan to implement the countermeasures The implementation plan consists mainly of the activity list, owners, and start and due dates Other information can be included such as the expenses, resources and the status of activities A more detailed implementation plan could be attached to the A3 report Gantt charts are great ways to manage implementation plans very simply and easily A3 Thinking 41
- 42. citoolkit.com How to Implement – Implementation Plan Implementation Plan Insights . . . A3 Thinking 42 Discuss the plan with all the affected parties and refine it as needed. A dedicated project manager should be assigned to the project. People need to have time aside from their work to focus on their action items. Once completed, the team should begin working on the action items to implement the countermeasures. Regular meetings should be planned to oversee the progress. Remember that the plan can be refined at any time.
- 43. citoolkit.com How to Implement – Follow-Up Background 01 A3 Current Situation 02 Follow-up 07 Target 03 Implementation Plan 06 Countermeasures 05 Analysis 04 The final stage allows to evaluate the implemented plan and the achievement of outcomes Follow-up actions are important to ensure the benefits continue beyond the life of the project Changes and adaptions should be implemented as needed Controls measures should be in place to sustain the benefits (e.g., SOPs, mistake proofing, regular audits, SPC charts, and visual controls) A3 Thinking 43
- 44. citoolkit.com How to Implement – Follow-Up Constantly update the A3 report based on the progress and as new information becomes available. This is essential for maintaining accuracy, visibility, adaptability, continuous improvement, effective communication, comprehensive documentation, and alignment with organizational goals. A3 Thinking 44
- 45. citoolkit.com A3 Template Example A3 Thinking 45 PROJECT TITLE: __________ ____ 1. Background: Business case – extent of the problem – 5. Countermeasures: Possible solutions – quick wins – pilot testing – 2. Current Situation: Problem statement – process map – Gemba – 6. Implementation Plan: List of activities Owners – start and due dates – resources Obtain approvals Implement the plan 3. Target: Future state – expected benefits – scope – metrics – 4. Analysis: 5 Whys – fishbone diagram – RCA – 7. Follow-Up: Control measures – SOPs – continuous improvement– A3 REPORT This is where possible solutions are identified, and an action plan is prepared & implemented This is where the problem is identified and analyzed
- 46. citoolkit.com A3 Template Example Other information can be displayed on the A3 report . . . 1- 5- 2- 6- 3- 4- 7- A3 REPORT PROJECT TITLE: ____________ _ PROCESS NAME: ______ ____ ___ KEY METRICS: _______ ___________ START DATE: __________ ESTIMATED COMPLETION DATE: ____ _____ PROJECT TEAM: ____________ _ A3 Thinking 46
- 47. citoolkit.com Further Information A3 thinking is considered to be the practical form of the PDCA model. A3 Thinking 47 The A3 process is more focused towards planning. All effort put into planning phase will reduce mistakes and improve the results. Act Plan Check Do Background Current situation Target Develop and test countermeasures Check the effectiveness of the countermeasures Analysis Follow-up Standardize Report & Share Quick wins and urgent issues Implementation plan
- 48. citoolkit.com Further Information Detailed documents can be attached to the A3 report. A3 Thinking 48 Technical documents Detailed plans Graphics and drawings Team activity documents Performance reports Advanced statistical analysis Before and after photos Lessons learned
- 49. citoolkit.com Further Information A good practice is to utilize a system to allow A3 reports to be shared between teams and departments. A3 Thinking 49 Organizations should use a system that offers features for managing content and controlling versions effectively.
- 50. citoolkit.com Further Information Remember, avoid viewing the people as the problem. A3 Thinking 50 Viewing people as separate from the problem enables a more objective and strategic approach to finding solutions.
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