A3 thinking – it just works!

I’m just back from a few weeks R&R in Europe, during which time the whirlwind stated to slow down and I was able to reflect on some of the improvement projects that I am coaching clients on at the moment. One thing that really stuck out for me was the almost perfect correlation (maybe even causation) between how well each project is progressing (measured by both pace and effects on the bottom line) and the Project Leads’ use of the A3. Those PL’s who are using their A3s as a tool are far outpacing those who are updating it as a task (if they are updating it at all).

The steps of structured problem solving will always benefit from a dynamic, clear and objective way to record the current state, the desired state, the identified problems, the (scientific) approach to solving these problems and finally making these improvements stick. The ‘A3’ thus should be front and centre as the cornerstone of any improvement project.?

As John Shook stated in a 2009 MITSloan article, whilst much has been written about Toyota’s production system, there has been less focus on how it uses the A3 to enable its people to achieve operational learning. Toyota designed the A3 as a way to solve problems that also generates knowledge and helps those people doing the work learn how to learn. At the same time Toyota’s managers use the A3 as a key tactic in sharing the deeper method of thinking that lies at the heart of Toyota’s sustained success.

As you can see in the images, there are many subtle differences in A3 design and very few companies’ look alike. This means that not having an A3 template is not an excuse for not starting on your improvement project. Just grab a blank sheet of paper or even a white board (as you can see in my example on the right hand side of the image).?

That said, what all A3s should have in common is simplicity, being composed of no more than a sequence of boxes. Inside the boxes the A3’s author attempts, in the following order, to:?

(1) establish the business context and importance of a specific problem/issue;?

(2) describe the current conditions of the problem;?

(3) identify the desired goals;?

(4) analyse the situation to establish root causes;?

(5) propose countermeasures and a plan for the fix:

(6) describe how the above fix will be sustained;

(7) indicate the beneficial business outcomes, and last, but not least;

(8) be clear on who is in the team and what is their role.

So, what have companies learnt from Toyota’s mechanism for attacking problems in this manner? Well, firstly the fact that an A3 is physically constrained and inherently structured means that the team is guided to be focussed on the real problem at hand and not become side-tracked into solving tangential problems. Secondly, by following the repeatable A3 structured problem-solving process then not only does it solve problems and plan initiatives, but it also fosters learning and presents ideal opportunities for mentoring. And finally, it’s ‘storyboard’ nature means it is a welcome replacement to the 20-page-project-update-slide-deck and so forms a far better basis for communication and collaboration.

I’ll finish on a quote from Shook, which describes his reflection on A3 usage in a mature Lean environment, and so gives us some guidance on what our ‘desired state’ should be;?

“A3 reports, and more importantly the underlying thinking, play more than a purely practical role; they also embody a more critical core strength of a lean company. A3s serve as mechanisms for managers to mentor others in root-cause analysis and scientific thinking, while also aligning the interests of individuals and departments throughout the organization by encouraging productive dialogue and helping people learn from one another”.

Sometimes the simplest solutions are the most elegant!

I hope his helps encourage you to start (or improve) your use of A3s. Of course, if you would like to discuss the above further then please get in touch, I’d be only too happy to assist.