The A3 Process

From GTwM

The A3 process was developed firstly by HP and then by Toyota, based on the Shewhart Cycle (PDCA Cycle), to help people engage in a new collaborative, in-depth style of problem-solving.

Traditionally most problems that arise in organizations had been addressed in superficial ways, what some call "first-order problem-solving." People develop "work arounds" for problems so as to accomplish their immediate objectives, but do not address the root causes of the problem. By not addressing these root causes, organisations encounter the same problems or same type of problems again and again, and operational performance does not improve.

Toyota developed the A3 system (process, tool and training) so as to drive problem-solvers to address the root causes of problems.

Contents 1 Tool v Process 2 Seven Elements of A3 Thinking 3 Process Steps 4 Reductionism V Systems Thinking?

Tool v Process

The A3 Report is a powerful tool. It provides a concrete structure to implement PDCA Management. It helps draw the report author(s) to a deeper understanding of the problem or opportunity and how to address it. It facilitates cohesion and alignment within the organization as to the best course of action.

But as with any tool, it is important to know how to use it. The tool itself is less important than the thinking promoted by using it.

Sobek and Smalley argue that "A3 Reports cannot be drafted in isolation, by someone working exclusively in their cubicle. There is a process, a set of principles enacted in rough sequence, that calls out a set of behaviors needed to leverage the power of the A3 Report as an organizational problem-solving tool."

and that "Viewing problem-solving as primarily a cerebral activity would be inconsistent with the PDCA philosophy, A3 thinking, and the Toyota Way. Specific actions are needed to precipitate the right modes of thinking, which leads to the next actions and even deeper thinking, and so forth in a never-ending cycle of thinking and acting to produce the desired improvements."

Seven Elements of A3 Thinking

Sobek and Smalley list the seven elements of the mindset behind the A3 system as:

• Logical Thinking Process

• Objectivity

• Results and Process

• Synthesis, distillation, and visualization

• Alignment

• Coherency within and consistency across

• Systems viewpoint

Process Steps

The 10 step process below from problem identification to resolution fosters learning, collaboration, and personal development.

Identify a problem or need (using SQDCM, Strategising etc)then

1. Conduct research to understand the current situation
2. Develop a target state
3. Conduct root cause analysis
4. Devise countermeasures to address each specific root cause
   
5. Create an implementation plan
6. Develop a follow-up plan with predicted outcomes
7. Discuss plans with all affected parties
8. Obtain approval for implementation
9. Implement plans
10. Evaluate the results

The results of the steps 1-6 can be recorded on an A3 report. Click here to download an MS Word template of an File:A3 Report template.doc.

Based on the above evaluation, other problems may be identified and the A3 process starts again (Act).

Reductionism V Systems Thinking?

The A3 approach can seem flawed as it appears to follow reductionist rather than systemic logic.

However the approach encourages a thorough understanding of the current situation and a consideration of the desired future state before conducting root cause analysis.

By following this sequence it is possible to inject systemic thinking in the second stage.