During problem-solving, staying in an organized systematic path is extremely important, otherwise, new issues could arise. That’s where the Lean Six Sigma approach called A3 comes into play. Primarily, the A3 process is an organized template for solving problems in a continuous matter.
When used during problem solving activity, A3 should be used while working through the problem, not just to summarize the results when completed.
The problem solver should document the progress they are making on a single sheet of paper (A3), and share it with their leader or manager. It should be restructured or re-written with new information. Pictures, tables of data, charts and graphs should be used as much as possible, instead of written words as it is more appealing to the spectators.
Leader’s tip
The main aim of the A3 approach is to provide structure to problem-solving and help in determining what caused the problem.
DMAIC, 8D, PDCA and other problem solving model should be used to organize the paper, to make it easier for the viewer to follow the logical flow of the information.
What is the Importance of A3?
- The A3 approach is also recognized as SPS, which stands for Systematic Problem Solving. Thus, this approach is based on the principles of PDCA-Plan, Do Check, and Act.
- The main aim of the A3 approach is to provide structure to problem-solving and help in determining what caused the problem. Moreover, A3 is a tool used to bind the amount of information presented on a project or activity to one single sheet of paper. This compels the presenter to highlight only the most vital and relevant information, as opposed to a lengthy discussion or presentation on everything that has occurred.
- It is the size of paper, based on international standards. It is mostly similar to the 11″ x 17″ size paper used in North America. This size of paper was used because it was the largest size of paper that could be faxed. Fax was a common method for sharing information.
- A3 problem solving is a Lean approach for reporting issues and presenting ways of addressing them. The simple method, developed by Toyota is based on documenting a problem together with its current outcome and a suggested change, on a single sheet of A3 paper (420x297mm), hence giving it the name.
- The A3 problem solving process allows groups of individuals to actively collaborate on the purpose, goals, and strategy of a project. Further, it supports in-depth problem solving throughout the process and does the adjusting as needed to make sure that the project should accurately meets its proposed goal.
- Collaboration among talented people is significant for innovation and speed. Additionally, using the A3 process to foster collaboration can help organizations and teams invest their time, money, and momentum most efficiently.
What are Steps involved in A3?
Now, as we already know what A3 is and what importance it holds so let’s hop onto the steps involved in A3-
0: Identify the problem
Since the main aim of the A3 process is to solve problems or address the needs that may arise, so the initial step is to identify a problem or need.
1: Capture the current state of the situation
Once we align around the problem or need we’d like to address, then comes the analysis of the current situation or state. Toyota suggests that problem solvers should-
- Observe the process of work personally and document the observations.
- Walk through each step in the process or should go through each process in person. One can use fancy process charting tools to do this, but sticking just to figures and arrows will do the job just as well.
- Try to quantify the size of the problem like % of customer satisfaction, % of errors occurred in the last quarter etc. Further, produce a graph of the collected data if possible as visualizations are really helpful and easy to understand.
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2: Conduct a root cause analysis
Now the next step involves trying to figure out the root cause of the efficiencies. One should ask questions like:
- How often and where do we suffer from communication breakdowns?
- Where are long delays without activity observed?
- What information is needed to collaborate more effectively/smoothly?
Then document these pain points to dig deeper. The 5 whys is a useful tool for executing a thorough root cause analysis. It begins with a problem statement followed by “Why?” is asked until the real reason for the problem is identified.
3: Devise countermeasures to address root causes
Countermeasures are the ideas for solving and restricting the situation so that it does not go out of hands. It is the changes to be made in the processes that will move the organization closer to ideal situation by addressing root causes. Countermeasures should aim to:
- Specify the projected outcome and the plan on how to achieve it.
- Establish clear and direct connections between people responsible for steps involved in the process.
- Reduce or eradicate loops, workarounds, and delays.
4: Define your target state
Once the countermeasures are decided upon, defining the target state will be clear. In the A3 problem solving process, communication on target state is done through a process map. One should remember to note where the changes in the process are occurring so they can be observed easily.
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5: Develop a plan for implementation
Now as the target state is defined, one needs to develop a plan for how to achieve it. Execution plans should include:
- A task list so to get the countermeasures in place
- Who is responsible for what
- Due dates for any time-bound work items
Teams can choose to document the process in A3.
Leader’s tip
In the A3 problem solving process, communication on target state is done through a process map.
6: Develop a follow-up plan with predicted outcomes
A follow-up plan is a plan which allows Lean teams to keep a check on their work; it allows teams to verify whether they actually understood the current situation well enough to improve it. A follow-up plan is a significant step in process improvement as it can help teams make sure the:
- implementation plan was conducted
- target condition was realized
- expected results were achieved
These first six steps are documented in the A3 report.
7: Get everyone on board
The goal for any organized improvement is that it improves each and every part of the system. This is why it’s vital to include everyone who might be affected by the implementation or the target state in the dialogue. This ensures comprehensive consideration before changes are made.
Building consensus throughout the process is the most effective approach. This is why many teams choose to include this at each critical turning point in the A3 process. Depending on the scope and importance of the work, it might also be important to inform executives and other stakeholders who might be impacted by the work.
8: Implement!
The eighth step is the time for implementation. One should follow the implementation as discussed, observing opportunities for improvement along the way.
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9: Evaluating the results
Mostly in many situations, the A3 process ends with implementation. Moreover, it’s important to measure the actual results and compare them to the predictions made initially in order to learn.
If the actual results vary greatly from what was expected, research should be conducted to figure out why. Alterations should be made in the process as necessary, and repetition of implementation and follow-up should be done until the goal is met.
The A3 process sits right with the famed quote by Abraham Lincoln, “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”
This A3 problem solving process helps a business sharpen its recognizable axe by nurturing effective association and bringing out the finest problem solving spirit within the teams.
FAQs
1. What is the A3 process and how does it fit into problem-solving?
The A3 process is a structured approach used in Lean Six Sigma for problem-solving and continuous improvement. Additionally, it involves documenting the problem, analyzing its root causes, devising countermeasures, and implementing solutions—all on a single sheet of A3-sized paper.
2. Why is A3 considered essential during problem-solving activities?
A3 provides a systematic and organized framework for problem-solving, ensuring that the process stays focused and progresses efficiently. By documenting progress and sharing it with leaders or managers, teams can maintain accountability and transparency throughout the problem-solving journey.
3. What makes A3 different from other problem-solving models like DMAIC, 8D, or PDCA?
While other problem-solving models offer their own methodologies, A3 stands out for its simplicity and emphasis on concise documentation. By condensing the problem and proposed solutions onto a single sheet of paper, A3 forces problem solvers to prioritize. It maintains clarity and focuses on essential information.
4. How does A3 facilitate collaboration and communication within teams?
The A3 process encourages active collaboration among team members by providing a structured platform for sharing insights, ideas, and progress updates. Thus, by involving diverse perspectives and expertise, teams can achieve more effective problem-solving outcomes.
Key Takeaways
- Structured Problem Solving: Staying organized and systematic during problem-solving is crucial to prevent the emergence of new issues.
- Real-Time Progress Tracking: A3 should be used actively during the problem-solving process, not just for summarizing results afterward.
- Visual Communication: Utilizing visuals such as pictures, tables, charts, and graphs on the A3 sheet is essential as it enhances understanding and engagement for stakeholders.