The A3 report
| Line 1: | Line 1: | ||
| − | Abstract | + | = Abstract = |
| − | The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most | + | The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most commonly the A3 report is used as a tool for problem-solving, communication, knowledge-sharing etc. in organisations. This article will describe the origin of the A3 report and the different types of A3 reports. An overview of the different elements in the A3 reports in combination with a stepwise description of the use is provided. Furthermore it will be described how to choose and customize one or more A3 reports for portfolio management as well as implementation advice. |
| − | Introduction | + | = Introduction = |
| − | The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and was used from the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is evolved around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 documents the findings from the PDCA cycle but is very flexible to the problem for which it is used to analyze. The A3 describes in principal the chronologically story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”. Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes as well as aircraft maintenance. construction | + | The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and was used from the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is evolved around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 documents the findings from the PDCA cycle but is very flexible to the problem for which it is used to analyze. The A3 describes in principal the chronologically story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”. Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes as well as aircraft maintenance. construction. |
| − | |||
| − | Today the A3 report is a common LEAN tool used as a part of LEAN management. The A3 report has developed into several variations as specific tools for problem solving, innovating, planning as well as a general thinking within all levels of an organization. This has lead to the A3 report not only being a problem-solving tool but a tool that facilitates the A3-thinking in different ways. | + | = A3 report applications = |
| + | |||
| + | Today the A3 report is a common LEAN tool used as a part of LEAN management. The A3 report has developed into several variations as specific tools for problem solving, innovating, planning as well as a general thinking within all levels of an organization. This has lead to the A3 report not only being a problem-solving tool but a tool that facilitates the A3-thinking in different ways. Common for the different types of A3 reports is that they follow the PDCA cycle. This section provides and overview of the different types of A3’s as well as their content. | ||
| + | |||
| + | == The problem-solving A3 report == | ||
| − | |||
This A3 report is the most common type of A3 report. | This A3 report is the most common type of A3 report. | ||
| Line 18: | Line 20: | ||
The problem-solving A3 report consists overall of the elements covering each of the phases in the PDCA cycle. | The problem-solving A3 report consists overall of the elements covering each of the phases in the PDCA cycle. | ||
| − | Plan | + | === Plan === |
A description of the problem, background and context that provides an understanding of the root causes of the problem . This phase usually takes up the left half of the A3 report. | A description of the problem, background and context that provides an understanding of the root causes of the problem . This phase usually takes up the left half of the A3 report. | ||
| − | + | *Background | |
This section describes the extend and importance of the problem. | This section describes the extend and importance of the problem. | ||
| − | + | • Current state | |
This section describes the current situation within the company in relation to the problem. It is recommended to use a high level of facts and figures in a simple way which is easily read and understand. | This section describes the current situation within the company in relation to the problem. It is recommended to use a high level of facts and figures in a simple way which is easily read and understand. | ||
| − | + | • Future state/goal | |
The goals for the future state is described in this section. | The goals for the future state is described in this section. | ||
| − | + | • Root-cause analysis | |
The root-cause of the problem describes what needs to be solved in order to achieve the goal. There are several ways to analyse the root cause: | The root-cause of the problem describes what needs to be solved in order to achieve the goal. There are several ways to analyse the root cause: | ||
o The Toyota way: asking why five times or until the root-cause is found | o The Toyota way: asking why five times or until the root-cause is found | ||
| Line 34: | Line 36: | ||
Do | Do | ||
| − | In this | + | |
| + | • Countermeasures | ||
| + | In this section different countermeasures for hypotheses are described and tested by changing and adjusting different parameters. Testing and exploration of the many different countermeasures creates a more thought through basis for choosing the best solution. The countermeasures should solve the gap between current state and the desired future state. | ||
Check | Check | ||
| + | |||
| + | • Effect | ||
Studies the effect of the “Do” phase. It discusses the success and failure of the implemented countermeasures. The “Check” section of the A3-report is in some templates integrated in the “Do” section and in other templates it is a separate section. | Studies the effect of the “Do” phase. It discusses the success and failure of the implemented countermeasures. The “Check” section of the A3-report is in some templates integrated in the “Do” section and in other templates it is a separate section. | ||
Act | Act | ||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | |||
| − | + | • Action plan | |
| + | In this phase an action plan is created to solve the long-term problem. It is analysed if standardization should be implemented based on a positive outcome from the countermeasures. The action plan can be made in different ways e.g. as a list of actions or an actual project plan with timelines . If the countermeasures were not beneficial the PDCA cycle can be repeated as an iterative process. | ||
Revision as of 18:40, 23 November 2014
Contents |
Abstract
The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most commonly the A3 report is used as a tool for problem-solving, communication, knowledge-sharing etc. in organisations. This article will describe the origin of the A3 report and the different types of A3 reports. An overview of the different elements in the A3 reports in combination with a stepwise description of the use is provided. Furthermore it will be described how to choose and customize one or more A3 reports for portfolio management as well as implementation advice.
Introduction
The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and was used from the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is evolved around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 documents the findings from the PDCA cycle but is very flexible to the problem for which it is used to analyze. The A3 describes in principal the chronologically story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”. Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes as well as aircraft maintenance. construction.
A3 report applications
Today the A3 report is a common LEAN tool used as a part of LEAN management. The A3 report has developed into several variations as specific tools for problem solving, innovating, planning as well as a general thinking within all levels of an organization. This has lead to the A3 report not only being a problem-solving tool but a tool that facilitates the A3-thinking in different ways. Common for the different types of A3 reports is that they follow the PDCA cycle. This section provides and overview of the different types of A3’s as well as their content.
The problem-solving A3 report
This A3 report is the most common type of A3 report.
Description of steps The problem-solving A3 report consists overall of the elements covering each of the phases in the PDCA cycle.
Plan
A description of the problem, background and context that provides an understanding of the root causes of the problem . This phase usually takes up the left half of the A3 report.
- Background
This section describes the extend and importance of the problem. • Current state This section describes the current situation within the company in relation to the problem. It is recommended to use a high level of facts and figures in a simple way which is easily read and understand. • Future state/goal The goals for the future state is described in this section. • Root-cause analysis The root-cause of the problem describes what needs to be solved in order to achieve the goal. There are several ways to analyse the root cause: o The Toyota way: asking why five times or until the root-cause is found o The Ishikawa “fishbone diagram” o The reality tree
Do
• Countermeasures In this section different countermeasures for hypotheses are described and tested by changing and adjusting different parameters. Testing and exploration of the many different countermeasures creates a more thought through basis for choosing the best solution. The countermeasures should solve the gap between current state and the desired future state.
Check
• Effect Studies the effect of the “Do” phase. It discusses the success and failure of the implemented countermeasures. The “Check” section of the A3-report is in some templates integrated in the “Do” section and in other templates it is a separate section.
Act
• Action plan In this phase an action plan is created to solve the long-term problem. It is analysed if standardization should be implemented based on a positive outcome from the countermeasures. The action plan can be made in different ways e.g. as a list of actions or an actual project plan with timelines . If the countermeasures were not beneficial the PDCA cycle can be repeated as an iterative process.
