The A3 report

Revision as of 18:29, 23 November 2014

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 commenly 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 various applications as well as examples from different industries. Furthermore the article will provide an overview of the different elements in the A3 report and a stepwise description of the use. Finally advice for implementation is described through customisation.

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.

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.

1. Background This section describes the extend and importance of the problem. 2. 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. 3. Future state/goal The goals for the future state is described in this section. 4. 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 In this phase 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 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 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.

The proposal A3 report The status A3 report

The A3 report is a tool consisting of several elements for describing a problem.

The A3 report and portfolio management

A model that encourages the employees to think independently and take initiative. Therefore it's a great tool for portfolio management. It creates a basis for collaboration and knowledge-sharing.

A tool for streamlining projects.

The A3 report template

Template

Discussion

Negative

Time-consuming and difficult to start up In literature it is described that users find the tool complicated at a first glance but after using it repeatedly it becomes a natural thinking process.

Positive

Consistency within the organisation

Systematic approach to solving problems

Chronologic and logic way of thinking

Neutral way of identifying and analysing problems Some problems are caused by human mistake. The A3 report helps to place to problem in a neutral context.

Knowledge-sharing A visual tool for sharing knowledge across all levels within the organisation.

Encourages initiative The A3 report approach encourages employees to take initiative and be proactive when they experience problems. Clear guidelines for dealing with problems makes it easier to deal with problems.

Projects that enter the portfolio are more thought through – considered in detail with respect to the A3. Focus on what the outcomes are and if it is value-adding rather than creating “nice-to-have” projects that doesn’t really create value compared to the time spend.

Easier to prioritise projects when the A3 report is used to describe the projects.

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