A3 Report: A3 Problem Solving Tool

Lean offers many tools that can be used to improve process quality. Sometimes this makes us think, "Which tool is best for my problem? How can I convey the need for change to the team? Is it necessary to implement a Lean event like Kaizen, or can I use other ways? "If so, A3 Problem Solving might be an alternative solution for you.

What is A3 Problem Solving?

Globally, A3 is understood to be one of the international standard paper sizes measuring 11 x 17 inches. But in Lean's terminology, A3 can mean:

A continuous improvement activity

Report writing is waste free

A form of visual management

An effective method of communication

Etc.

If you plan to use A3 Problem Solving, here are the steps:

Steps for A3 Problem Solving report

Define Problems and Needs (problem statement)

How you create a problem statement greatly affects the end result of your repair effort, because the way the structure of a problem statement will direct your focus. Make sure the problem statement is based on current conditions, and focus on the problem, not the solution. Here's a little guide:

Describe the problem descriptively. Focus on the problem, not the solution.

Do not combine two or more problems in a single statement.

Describe the information in the background of the problem that will help provide an understanding of the importance of the settlement for the problem.

For example: how the problem is found, why the problem may hinder the achievement of organizational goals, the parties involved, and the consequences of the problem.

Example problem statement in a furniture factory:

" Drawing The cubicle assembly process by the design section often leads to the misuse of bolts. The problem started about 6 months ago when the headquarters published 4 different work guides and did not include photos. This has led to an increased requirement for re-drawing ( rework ) by 25% and take 50% longer to complete the process . "

A define the current (process) condition (current statement)

Now we have a problem statement . Now it's time to go to the field to observe the details of the current condition. Go down to the field and do the gemba . You need factual knowledge; not approximate or opinion.

The data use to construct current statements are collect through direct observation. Direct observation will give you a deep and detail understanding of the ongoing process (not just a report from your staff). The data obtain must be actual, not approximate, data. Direct observation will also give you objective information, without any emotional factors or assumptions. Go gemba (down directly to the field) to get it.

After making an observation, you should create a visual representation of the current state in the form of drawings or diagrams. The purpose and benefits of creating diagrams and quantifying problems are:

Drawing diagrams provides a deeper insight because it forces the creator to organize the knowledge and experience gain from observation in a well-organize form.

Diagrams and drawings make things easier for others to understand so communication becomes easier. Graphic forms can provide crowd information to the audience and others will absorb it more quickly because of the form of representative images. By describing the system in the form of a diagram, the focus of problem solving will be direct to the system, not the person.

Let's use the case example from step 1:

" Drawing The cubicle assembly process by the design section often leads to the misuse of bolts. The problem start about 6 months ago when the headquarters publish 4 different work guides and did not include photos. This has led to an increase requirement for re-drawing ( rework ) by 25% and take 50% longer to complete the process . "

Perform a Root Cause Analysis (RCA)

Once the complete data is collect, it's time to do the analysis . Root Cause Analysis (RCA) is also not a desk job. You must go down to make observations. The most commonly use tools are " 5-Whys " or " Why Why Analysis ". The way to do this is to ask the "why?" Question five times (or more if necessary) on a problem until the root of the problem can be traced. Any "why?" Question depends on the previous question. Example:

" Drawing The cubicle assembly process by the design section often leads to the misuse of bolts. The problem start about 6 months ago when the headquarters publishe 4 different work guides and did not include photos. This has led to an increase requirement for re-drawing ( rework ) by 25% and take 50% longer to complete the process . "

His 5-Whys analysis is something like this:

Question 1: Why do workers use the wrong bolts?

Answer: He confused what to choose which bolt

Question 2: Why is he confused?

Answer: He can not find an answer in the assembly guide.

Question 3: Why did not he find it in the assembly guide?

Answer: He read the assembly guide for only 5 minutes.

Question 4: Why is he only reading for 5 minutes?

Answer: He did not have time to read all four assembly guides due to deadlines .

Question 5: Why are 4 assembly guides?

Answer: ??

Using " 5-Whys " we can get a clue about the direction of focus from problem solving activities . Rushing solutions may lead to poorly execute executions, and will likely only "cure" the symptoms but not cure the "disease".

Set the ideal target to be targeted and the countermeasures ( Countermeasure )

The targets express at this stage are not something you will achieve, but rather are IDEAL conditions that must be fought for. Our goal is not only to provide solutions to problems, but also to redesign to produce something better. A bad system will kill great people, and it is our job to change the system. Countermeasure , on the other hand, is about how you change the way the system works to achieve IDEAL conditions. Toyota often calls it with improvements countermeasures because:

We are trying to counter specific problems.

This is the way we use today until we find a better countermeasure.

When developing the concept of Target Condition (ideal conditions to be achieve), the habits that cause rework must be eliminate. Use a graphic pad to state the IDEAL condition (consider some of the advantages of using graphics versus textual explanations).

Thus, the overcast clouds caused by existing problems will be driven out of your mind, replaced with visions that offer a brightly lit skyline. Remember, IDEAL conditions must be free of defects , free of waste and safe for everyone.

The description of the situation after the fulfillment of the target that appears in the current statement presents a process very different from the minimum waste . This is the state of IDEAL and we need the right countermeasure and its implementation plan to achieve this condition.

Create an implementation plan ( implementation plan )

Once the ideal target is defined, it is time to create a planning map that will pave the way to the target. This implementation plan should be based on sound measurement and consideration. It should also be realistic and can be truly implemented. The implementation plan should include a list of jobs to be completed to perform countermeasure and ensure the targets are achieve. The plan should also clarify individual responsibilities about a particular task and its execution time. Some other things like fees may also be add.

Follow-up plan (follow up )

A follow-up step is probably the most important in the A3 Problem Solving method, because in this step a problem-solver will get a certainty as to whether their understanding of the current state is deep enough to craft a remedial step and produce that improvement. At this stage all the planning that has been made begins to be executed, the tangible steps toward the target begin to take place, and the expected results can be achieved.