Drive Continuous Improvement Using the A3 Process

by Philip Celotto

As companies embark on, or continue, their lean journeys, it is important to understand that the focus of lean should not be on the implementation of lean tools but on continuous improvement. The ultimate goal is not to create a kanban signal or develop a production cell but to remove waste in the system. A method to help teams identify the best solution for solving problems and eliminating waste is the A3 process. A3 problem solving is a standard method used by Toyota to define and address problems at all levels of the organization.

What is A3?

The A3 process is so named because it is written on A3-sized paper, the metric equivalent of 11x17. All steps in the process are captured on one sheet. A team is restricted to define the problem and develop solutions that will fit on this size paper. Toyota believed that any problem the company faces can be captured on a single sheet of paper. The A3 method is effective because it forces teams to keep things simple and provides a means of communicating both the problem and proposed solutions.

The basic format of an A3 is as follows: Title; Owner/Date; Background; Current Conditions; Goals; Analysis; Proposed Counter Measures; Plan; Follow-up. This is a generic format and organizations can adapt this to best fit their needs. The report flows from top to bottom on the left side of the paper and then top to bottom on the right side of the paper. Presented this way, A3 flows like a story describing the resolution of a problem. In fact, A3 sheets are often referred to as A3 storyboards.

Title:

Describes the problem or issue being addressed.

Owner/Date:

Identifies who owns the problem and the date of the latest A3 revision. Similar to a value stream map, the A3 sheet should be filled out in pencil. As analysis continues, there will be frequent iterations that should be dated each time.

Background:

Establishes the history behind the issues and its context in the current business environment. This portion describes WHY the issue is being addressed.

Current Conditions:

Describes what the problem is and what is currently known about the problem or issue. This can be displayed using charts, maps or drawings.

Goals:

Identifies the desired situation or the specific outcomes required. This can be in the form of maps or charts, as well as descriptive text.

Analysis:

Contains the method used to define the root cause(s) of the problem. The appropriate problem analysis tool should be used and documented. Examples are 5 Why's or Cause and Effect diagrams.

Proposed Countermeasures:

Defines the method(s) proposed to reach the desired situation. This should define how the countermeasures will affect the identified root causes. The word countermeasure is used as opposed to solution to imply the action taken is to counter a specific problem and that this measure will be used until a better countermeasure is found.

Plan:

Defines the activities that will be needed for implementation of the countermeasures. Like any good plan this should contain completion dates and responsibilities.

Follow-up:

Defines how the organization will know that the new system is actually improving the situation. The follow-up plan indicates how and when the improvement of the system will be measured.

It is worth restating that, like value stream mapping, A3 is intended to be an iterative process. Changes to current conditions, analysis, and proposed countermeasures are likely to occur multiple times. The accuracy of the root cause analysis is critical to the success of the problem resolution. The gains in knowledge and understanding achieved when the A3 is reviewed, updated, debated and refined are worth the additional effort and time as opposed to a rush to solution.

Benefits

There are instant gains for any organization that incorporates the use of A3 problem solving into its practices. As a basic problem solving tool, it provides structure and a standardized approach. The A3 is an effective communication tool and improvement efforts are made visible. The process of creating the A3 sheet creates documented records of improvement efforts.

Conclusion

A3 can be a powerful tool for solving problems and continuous improvement. However, the process is not a simple or an easy one. Anyone using A3 must guard against simply filling in the box and moving onto the next issue. It is important that adequate time is spent to fully understand the current situation, define the problem, analyze the root cause and develop effective countermeasures. A3 is not intended to be used in isolation, but shared with members of a team. The greatest benefits will be realized when information is challenged, debated and more thoroughly understood. As is often the case, people will initially struggle with using the tool effectively. With continued practice, however, the method can evolve into a highly effective practice for any lean organization.

Philip Celotto is an Insyte consultant with over 24 years of manufacturing and engineering experience. Phil works with regional companies to implement lean manufacturing, improve productivity, and develop quality systems.