A3 Problem Solving: Streamlining Continuous Improvement in Lean Manufacturing

What is the A3 Problem Solving method?

In lean manufacturing, A3 Process is a problem-solving tool that drives continuous improvement. Using the lean approach to identify the issues and propose solutions, A3 thinking is a dynamic way that organises and structures the data clearly and objectively to achieve the goals.

The A3 problem-solving approach originated in the 1960s with the Toyota Production System (TPS). This approach was later embraced by the proponents of Total Quality Management (TQM), Lean Six Sigma and other continuous improvement methods. The A3 approach gets its name from the A3 paper size, where the team creates a one-page improvement project report. Limiting the report to one page, the teams become concise and thoughtful enough to include only the relevant information that needs to be solved.

Using a systematic approach to problem-solving, the main idea is to clearly and concisely state the problem, the root cause, the action plan to be implemented and the results of it in one page called an A3 report. Shareable to everyone, the A3 report is an easy-to-understand visual representation of solving a specific problem.

What is A3 thinking root cause analysis?

A3 thinking is the problem-solving methodology for continuous improvement that deals with issues in a structured and logical way. The team looks at the problems from different perspectives and gathers as much data as possible. The basic meaning of A3 thinking is the best way to solve the problem is by having an in-depth knowledge of the problem and its causes. The essential elements of the A3 improvement can be summarised below:

• Logical Thinking: Step-by-step thinking process

• Objective presentation of the information: No hidden agendas

• Results and Processes: Sharing the results and how they can be achieved

• Sharing the most essential information in a visual format whenever possible

• The actions taken are to be aligned with the strategic objectives

• Developing a consistent outlook of the problem that can be adopted across the organisation.

• Developing a structured approach to the problem-solving process

A3 Lean Six Sigma

Lean Six Sigma project teams use A3 software as a problem-solving technique that helps them focus their efforts and simplifies the task of reviewing the work of problem solvers for leaders or coaches. A3 serves as a critical coaching tool as it allows leaders to observe and provide feedback on the problem solver's thought process. The A3 report effectively conveys the most essential project information related to process improvements, making it easier to make decisions that impact other processes.

What are the benefits of A3 thinking?

• Better Team Collaboration: Different perspectives of the problem improve cross-department collaboration and organisational communication.
• Increased efficiency: By defining and sharing among the team, the team will work more efficiently to resolve the issues and avoid wasting time and resources on trying solutions that are not working.

• Improved decision-making: Gathering and focusing on the data will improve the team's decision-making process.

• Continuous improvement: Identifying and solving the problems can improve the operations, products and services.

• Quicker Problem Solving: The root cause identification of the problem makes it easier for quicker problem solving rather than temporarily masking it.

What are the types of A3s?

There are four types of A3 reports, namely: Problem Solving, Proposal, Status, and Strategy.

• Problem-Solving A3: The most common type of A3 report follows the 8-step PDCA process. Here, the processes are always quantified and measured, stating the clear gap to solve the problem mainly caused by not maintaining the standard or an ideal situation.

• Proposal A3: Proposal A3 format is the same as the problem-solving A3 report except in the implementation and follow-up stages. What needs to be done is defined in the form of a proposal. Most of the time, it can also be a pilot or a sample offering statement giving the solutions with which they can proceed. It is a future state-oriented proposal on improving a situation by suggesting the idea and where and how it can be implemented. This is mainly focused on the areas or departments and targets the performance of a specific indicator. This category also focuses on the value streams and higher-level processes related to the company's business plans. In this type of A3, the current state is explained along with the background and why it needs improvement.

• Status Report A3: Specific report displays the progress of the long-term project. It offers the Plan vs. Actual status based on the expectations of the project. The project's status helps you develop a short-term plan to get back on the expected schedule when you fall short of the deadline. The status report is more like a month-end balance sheet.

• Strategy Report A3: The Strategy A3 focuses more on the business planning strategies. A planning report Strategy report A3 mainly focuses on the company's business strategy or the Hoshin planning. This narrows down the gap between the current and the future state based on the current business indicators telling us what needs to be done. These reports are normally prepared by the leadership team at the higher level. They mainly deal with topics such as the value stream between the product and delivery that needs improvement, cascading down throughout the organisation. These goals need to be tracked as it is cascaded down to the team's daily work.

When should the A3 problem-solving process be used?

Some of the instances where you can use the A3 problem-solving process are:

• When you need a framework for identifying, analysing, understanding and solving the problems.

• In case of the need for collaboration with the team members, other managers and the key stakeholders to get feedback from multiple perspectives, which can help for informed decision making.

• Align the team with important information through an easy-to-read, understandable document.

• Cultivation of a continuous improvement culture where the systematic A3 problem-solving approach helps the organisation to learn from past mistakes and perform more consistently.

• Process standardisation for working during problems in an organisation of any size in any industry.

Why use the A3 approach to solve the problems?

Lean methodology helps to provide a competitive advantage over the strategic and operational benefits to increase the value delivered to the customers and reduce waste. A process that allows the team to find the correct solution in the shortest time is what is the need of the hour. Extensive amounts of data can slow down the process of solving the problem. A 3 can help to save time, along with the opportunity to use the systematic approach of PDCA, which helps increase the problem-solving skills required to propose accurate solutions. A 3 is planning the critical obstacles and visualising the action plan, which allows one to foresee the potential outcomes and issues.

How to Practise A 3 Thinking?

A 3 approach acts as a valuable tool for the root cause analysis of the problem, encouraging organisation-wide knowledge sharing and working through a range of decision-making and critical thinking tasks.

• Define the problem that you are addressing.

• Ensure that A3 has an owner and includes the lists of participants.

How to create an A3 report?

Usually, the A 3 report has the same sections but can differ or contain additional information depending on the need.

• Title: The title should focus on the problem being solved and not the solution to be communicated.
• Background: A short description of the problem and its causes, how it will impact the organisation, and the possible solutions. These are the essential facts and how they align with the company's strategic objectives.
• Current Condition: A correct definition and a good understanding of the problem can make finding the right solution easier. Everyone in the organisation is made aware of the problems, especially here, with the help of visual aids. It involves a description or a visual description of the problem that needs to be tackled.
• Goals: A goal is a desired state with an ideal state without the problem occurring. The metrics that will measure the success of the desired state are mentioned here.
• Root Cause: The root cause analysis is performed to determine the cause of the problem, and the findings from the analysis are entered here. The focus of this section is to differentiate between the facts and opinions regarding the problem's cause and effect. You can depend on other tools like 5 Whys or Ishikawa diagrams for the RCA. Not having a clear understanding of the project will likely cause the problem to resurface again, causing a waste of resources and affecting productivity.
• Countermeasures: The solutions necessary to eliminate the causes defined in the RCA are described here. It should include the corrective actions that need to be taken to resolve the problem. If immediate corrective action is impossible without a process overhaul, you can take containment actions instead of stopping the action without directly affecting the customer. Addressing the problem iteratively can be taken as a part of the values of continuous improvement.
• Implementation Plan: