The 8 Steps of A3 Problem-Solving Method
The A3 process was developed by Toyota as problem solving tool to enhance learning, collaboration, and personal growth of the workforce. It is derived from the particular size of paper used for outlining ideas, plans, and goals throughout the A3 process.
The A3 process provides structure for continuous improvement efforts. It also provides a basis for documentation of process improvement initiatives. In addition to project work, organizations make use of the A3 process to manage their continuous improvement efforts.
A3 reports can be used in the following ways:
- Solving problems.
- Reporting project status.
- Proposing policy changes or rules agreed upon and enforced by the team.
Steps for Applying the A3 Process
The following 10 steps outlines the processes involved in applying the A3 problem solving approach:
Problem Identification
This is the first of the A3 approach. In order to be able to solve a problem, such a problem has to be first identified.
Identify the current state of the situation
The second stage of the process involves capturing and analysing the current state of the situation. This could be done by:
- Observing the work processes and documenting observations.
- Walking through each step in the process either using process charting tool or stick figures and arrows.
- Quantifying the problem. If necessary, the data should be plotted on a graph or using visual aids.
Conducting a root cause analysis of the problem
This requires getting to the true cause of the problem using tools like the 5 “Whys”.
Thinking through a solution
These involves gathering ideas for tackling the problem; the changes to be made to your processes that will move the organization closer to ideal by addressing root causes.
Defining the target state
In A3 approach, the target measure is communicated through a process map.
Developing an implementation plan
Once the target state is determined, a plan on how to achieve it should be devised. The plans should include:
- A list to get the solution in place.
- Responsible persons.
- Completion dates for any work items.
Get everyone on board
The objective of any systemic improvement is that it improves the part of the system in question; hence everyone who might be affected by the implementation or the target state should be accordingly carried along in the conversation before changes are made. It might be important to inform executives and other stakeholders who might be impacted by the work.
Implement
The agreed upon implementation plan should be followed and executed, observing opportunities for improvement along the way.
Evaluate results
It’s critical to measure the actual results and compare them to your predictions in order to learn from any deviation. Alter the process as necessary and repeat implementation and follow-up until the goal is achieved.
About the Author
Adebayo is a thought leader in continuous process improvement and manufacturing excellence. He is a Certified Six Sigma Master Black Belt (CSSMBB), Digital Manufacturing Professional and Management Systems Lead Auditor (ISO 9001, 45001 & ISO 22000) with strong experience leading various continuous improvement initiative in top manufacturing organizations.
You can reach him here.
