The use of the A3 management process

Abstract

As revealed by the headline, this article will provide a general description of the A3 tool. The tool is to be utilized by an assembled group of people and is most commonly used for problem-solving by implementing PDCA (Plan-Do-Check-Act) management[1]. The tool is utilized by following a series of specific steps, such as describing the current condition, making a root cause analysis, deciding on countermeasures etc. and can be applied to almost any kind of problem across several industries [2]. The A3 tool was developed by Toyota in the 1960s [1] and its name derives from the A3 paper dimension, as this format was the largest faxable format, which enabled the Toyota employees to share their newly acquired knowledge [3].

In addition to the description of each step contained in the A3, this wiki will also provide a description of the mindset and way of thinking that one must approach each step with, and the A3 holistically. This is presented through seven elements that each address their own aspect of the mindset which, when combined, make up the entirety[2].

Although there are additional applications of the A3, this wiki focuses on the A3 as a tool for problem-solving. An example of another application for the A3 is e.g. for training and learning purposes with regards to root-cause analysis[1].

Lastly, the limitations of the A3 will be stated, by defining when, where and by whom the tool is not applicable. It is important to know that not every problem needs to be anchored and solved by the utilization of an A3 approach as this will take too much time[2].

What is an A3?

The A3 is a problem-solving tool that consists of, usually, 7 steps, which follow the PDCA cycle. Overall the steps can be divided into a "Plan" section, consisting of step 1-4, and a "Do-Check-Act" section, consisting of step 5-7 [2].

1. Background
2. Current condition
3. Goal
4. Root-cause analysis
5. Countermeasures
6. Effect confirmation
7. Follow-up actions

The idea of the tool is to obtain a detailed understanding of both the problem to be solved and the setting (a machine, a process, an organisation or a completely different setting) in which the problem exists. By obtaining a detailed understanding of how the setting functions, it inherently becomes easier to pinpoint what the problem is, where in the setting the problem is located, the potential cause(s) of the problem and finally how to solve the problem. When performing an A3 it is intented to get rid of the problem along with its cause for good, and not only implement solutions that will mitigate the problem leading to a re-appearance in the future.

A3's are data driven. That means no assumptions are to be made unless it is backed up by data. However, the A3 format encourages short and precise formulations. A good way to accommodate this, is by using visual representation of data whenever it is possible. Using visual representation enables participants to quickly get an overview whenever the A3 is being re-visited.

It is important to mention that it is not advised to perform an A3 single-handedly as the idea of the tool is to include multiple points of view in order to grasp and understand the total overview of both the setting as well as the problem itself [2].

The following section will provide a description of each step contained in the A3 process.

References

reference code to relevant places will be added later. For now:

[1] Schwagerman III, William C., Ulmer, Jeffrey M., The A3 Lean Management and Leadership thought process, The Journal of Technology Management, 2013

[2] D.K. Sobek, Art Smalley, Understanding A3 thinking, Productivity Press, 2008

[3] Slootmans, Stijn, Project Management and PDSA-Based projects, Springer International Publishing, 2018

Further Reading

link to PDCA wiki article or other PDCA material