A3 PROJECT MANAGEMENT AND PROBLEM SOLVING THINKING
1. WHAT IS AN A3 PROJECT?
An activity that
(a) supports achievement of the continuous improvement objectives
(b) requires > 20 hours dedicated man-hours
(c) has an A3 worksheet
2. WHERE DO A3 PROJECTS COME FROM?
All functions & all personnel entitled to propose projects
Derived from e.g. continuous improvement objectives or VSM or other business critical source
e.g. compliance requirement or safety requirement
All projects pre-screened by snr managers prior to proposal for the master list
The master project list is maintained by the continuous improvement facilitator
3. A3 OBJECTIVE
To provide a one page (A3, 420mm x 297mm) summary of a programme, project or problem,
for the project team & relevant personnel within the organisation
4. WHY?
Encourages brevity & sharpness of thinking
Tells a logical story on one sheet for all viewers
Provides a common organisation-wide format for all programme, management, project
managment & problem solving activities
5. WHO?
Team leader of the programme or project, or process owner of the area under review
6. HOW?
Completion of the standard A3 Template. The template usually consistes of 7 to 9 boxes with
standard input requirements, that follow the 8 stpe path. The template is modified to suit
individual projects.
Use photographs, drawings & graphs to tell the story
7. UPDATE FREQUENCY
The A3 is a living document and is updated as the team moves through the stages of the
project
8. REVIEW FREQUENCY
The A3 document is reviewed by the team and programme or project champion on an as-
required basis during the project lifespan. Review frequencies are determined at the start of
the project.
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Toyota 8 step A3
A3 - Problem Solving Approach
A3 No. and Name Team members (name & role) Stakeholders (name & role) Department Organisation objective
1. 1.
2. 2.
Team Leader (name & 'phone ext) 3. 3. Start date & planned duration
4. 4.
1. Clarify the problem 4. Analyse the Root Cause 7. Monitor Results & Process
Is:
Is not:
Problem statement:
2. Breakdown the problem
8. Standardise & Share Success
5. Develop Countermeasures
Countermeasure Impact on target
1
2
6. Implement Countermeasure
3. Set the Target
1
2
3
4
37424aClassification: Restricted
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A3 - PROBLEM SOLVING PROCESS
Step and objective Tools used
Step 1: Clarify the Problem
Voice of the customer
Why am I looking at this problem? What is the problem? Who is interested
in the problem? What benefit does solving this problem have for me? How Stakeholder analysis
does it help to address the goals of the business?
Is/is not analysis
Step 2: Breakdown the Problem
What is the size of the problem? What data do I have? What are the SIPOC, process mapping, spaghetti
mapping, data collection, run chart, bar
component parts of this problem? How much will I address at this point?
chart, histogram, box plot
Step 3: Set the Target.
What outcome do I want? Visualise the desired results. Using the data, set a Goal setting. Agreement with
measurable and realistic goal. stakeholders on outcome
Step 4: Analyse the Root Cause
Interviews, 5 whys, cause and effects
Clarify the root cause. Consider as many potential cause factors as possible. analysis, regression & correlation, process
capability analysis
Step 5: Develop Countermeasures
Brainstorming
List as many potential countermeasures as possible. Identify an effective
countermeasure that directly addresses the root cause.
Team discussion
Step 6: Pick a Countermeasure and implement
Action plan
Select the most practical and effective countermeasure. Create a clear and
detailed action plan. Implement quickly.
Gantt chart
Step 7: Monitor Results & Process
Monitor progress and report findings to stakeholders. It may require more
than one attempt to get the desired result. Mistakes are an important part Run chart, control chart
of the learning process.
Step 8: Standardise & Share Success
Document the new process and set as new standard. Share the new
standard through Horizontal deployment. Reflect and celebrate success. Standard work
Start the next Improvement!
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Toyota 8 step A3
A3 No. and Name Stakeholders (name & role) Team members (name & role) Department Company objective
A3-12345 B 1. ABC 1. ABH The Kitchen Domestic harmony
2. XYZ 2. HNS
Team Leader (name & 'phone ext) 3. ACC 3. KLY Start date & planned duration
4. QHY 4. THU
1. Clarify the problem 4. Analyse the Root Cause 7. Monitor Results & Process
Is: The Kitchen, toast making process for wife
Is not: any other part of the house, any other
cooking process, the washing up
Problem statement:
Bruce's time and resources (bread, butter &
energy) are being wasted in the process of
making toast that fails to meet his wife's
requirements. As a result the process needs to
be repeated.
2. Breakdown the problem
Cause & effects conclusions: 8. Standardise & Share Success
Customer not asked
Distance between toaster, bread,
plates & knife is too long
Butter too hard
Bruce also managed to get the dishwasher filled
and running in the 2mins and 17secs it now
5. Develop Countermeasures takes him to make the toast.
Countermeasure Impact on target
1 Ask the customer what she wants Correct inventory, no dumping, RFT 100% Domestic harmony is increased :)
2 Move toaster near plates & bread Distance: minus 12 metres 1. Lean is a different way of looking at things.
Focus on the process, and WASTE in the
Time: minus 1 min process, not the individual carrying out the
3 Have spreadable butter ready Distance: minus 6 metres process
Time: minus 20 seconds 2. We need to immediately address the
position of the toaster under the paper
Washing up is outside the scope as we reckon Bruce won't have time. towel - safety hazard!!!
6. Implement Countermeasure
3. The fridge position needs to be raised to
better ergonomic height and contents de
3. Set the Target cluttered
1 Improve customer RFT from 0% to 100%
2 Reduce the toast making process time from 4mins 12 secs to 3 mins
3 Reduce the distance travelled during toast making from 21.5 metres to 10 metres
4
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