What are the benefits and challenges of using A3 thinking for Hoshin Kanri?

1 What is Hoshin Kanri?

Hoshin Kanri, also known as policy deployment, is a method of translating an organization's vision and mission into concrete and measurable objectives and actions. This approach is both top-down and bottom-up, where the leaders set the direction and the employees contribute to the execution. The steps of Hoshin Kanri include establishing the vision and long-term goals of the organization, identifying the breakthrough objectives and key performance indicators for the current year, developing an annual plan with assigned responsibilities and resources, implementing the plan while monitoring progress and results, and reviewing and reflecting on the outcomes and lessons learned.

2 What is A3 thinking?

A3 thinking is a logical way of structuring and presenting information and analysis, based on the Plan-Do-Check-Act cycle. It uses an A3-sized paper (11 x 17 inches) to capture the background, current condition, goal, root cause analysis, countermeasures, implementation plan, follow-up, and reflection. Background includes the context and purpose of the problem or situation. Current condition covers the facts and data that describe the current state. Goal is the desired state or target to be achieved. Root cause analysis identifies and verifies the underlying causes of the problem or gap. Countermeasures are proposed solutions or actions to address the root causes. Implementation plan has a timeline, roles, and resources for executing the countermeasures. Follow-up verifies and validates the results and effectiveness of the countermeasures. Reflection evaluates and provides feedback on the process and learning.

4 What are the benefits of using A3 thinking for Hoshin Kanri?

Implementing A3 thinking for Hoshin Kanri can bring a range of advantages to your organization, such as enhancing clarity and alignment of the vision, goals, and actions. It can also improve problem-solving and decision-making skills among employees, while promoting collaboration and communication between teams and departments. Additionally, A3 thinking simplifies documentation and presentation of information and analysis, as well as encourages a culture of continuous improvement and learning.

6 How to make A3 thinking effective for Hoshin Kanri?

For Hoshin Kanri to be effective, it is important to adhere to certain best practices when creating an A3 report. This includes using a standard template and format to ensure consistency and quality, as well as involving relevant people in the development and review of the report. Visual aids, such as charts, graphs, diagrams, and pictures, are also beneficial in illustrating the information and analysis. Additionally, focus on the key messages and insights while avoiding unnecessary jargon or technical terms. Lastly, update and revise the A3 report as needed and share the results with the organization.