A3 thinking - background, process and examples
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Material for the "Lean and agile Hands" on Workshop of Tom Breur and Michael Mahlberg
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A3 thinking - background, process and examples
- 1. © 2013Tom Breur / Michael Mahlberg Slide # A3Thinking 1
- 2. © 2013Tom Breur / Michael Mahlberg Slide # • A3 is an approach to continuous improvement, problem solving, and (secondary) also reporting • Rooted in PDCA • A3 makes cooperation between unfamiliar colleagues more efficient (reduces pointless “discussion waste”, mura) • Continuous improvement requires (effective) problem solving • Hypothesis driven (=planning phase) to transcend trial-and- error 2 Plan Do CheckAct
- 3. © 2013Tom Breur / Michael Mahlberg Slide # Problem perceived 1 Grasp the current situation 2 Identify the root cause 3 Devise countermeasures and visualise the future state 4 Create implementation plan 5 Create follow-up plan 7 Obtain approval 8 Execute the implementation plan 9 Execute the follow-up plan 6 Discuss with affected parties Targets met? 10 Establish process standard No Yes Do Check Act Plan 3 A3 PROBLEM-SOLVING PROCESS Plan Do CheckAct Plan Do CheckAct Plan Do CheckAct Plan Do CheckAct
- 4. © 2013Tom Breur / Michael Mahlberg Slide # 7 ELEMENTS OF A3 MINDSET 1 - Logical thinking process 2 - Objectivity 3 - Results & process 4 - Synthesis, distillation & visualization 5 - Alignment 6 - Coherency within and consistency across 7 - Systems viewpoint 4
- 5. © 2013Tom Breur / Michael Mahlberg Slide # 1- LOGICAL THINKING PROCESS • PDCA is an empirical, scientific method • Discern cause from effect • Consider alternative potential avenues • Take implementation into account • Anticipate stumbling blocks • Incorporate contingencies 5 1 - Logical thinking process 2 - Objectivity 3 - Results & process 4 - Synthesis, distillation & visualization 5 - Alignment 6 - Coherency within and consistency across 7 - Systems viewpoint Planning with a capital P
- 6. © 2013Tom Breur / Michael Mahlberg Slide # 2 - OBJECTIVITY • Different individuals have different mental representations • “right” versus “wrong” quickly disintegrates into blaming • Focus on factual, objective, preferably quantitative (detail) data • facts over data • Test understanding for assumptions, bias, misconceptions 6 1 - Logical thinking process 2 - Objectivity 3 - Results & process 4 - Synthesis, distillation & visualization 5 - Alignment 6 - Coherency within and consistency across 7 - Systems viewpoint
- 7. © 2013Tom Breur / Michael Mahlberg Slide # 3 - RESULTS & PROCESS • Personal development process while producing results • producing results without understanding of root cause and investigating alternatives is unlikely to carry forward • following the process without results is equally useless; results demonstrate understanding • Both process and results are essential for personal and organizational development 7 1 - Logical thinking process 2 - Objectivity 3 - Results & process 4 - Synthesis, distillation & visualization 5 - Alignment 6 - Coherency within and consistency across 7 - Systems viewpoint Agile Manifesto...?
- 8. © 2013Tom Breur / Michael Mahlberg Slide # 4 - SYNTHESIS, DISTILLATION & VISUALIZATION • Brevity forces synthesis of learning • Integrate into a coherent “picture” (preferably graphic) • Enable detail efficiently alongside narration 8 1 - Logical thinking process 2 - Objectivity 3 - Results & process 4 - Synthesis, distillation & visualization 5 - Alignment 6 - Coherency within and consistency across 7 - Systems viewpoint
- 9. © 2013Tom Breur / Michael Mahlberg Slide # 5 - ALIGNMENT • Effective implementation hinges on consensus • 3D alignment: • horizontal (peers) • vertical (superiors & subordinates) • longitudinal (consistent in time) 9 1 - Logical thinking process 2 - Objectivity 3 - Results & process 4 - Synthesis, distillation & visualization 5 - Alignment 6 - Coherency within and consistency across 7 - Systems viewpoint
- 10. © 2013Tom Breur / Michael Mahlberg Slide # 6 - COHERENCY WITHIN & CONSISTENCY ACROSS • Within: • establish ‘flow’, every section “naturally” leads to the next • Across: • consistent A3 reporting style streamlines communication & creates shared understanding between departments 10 1 - Logical thinking process 2 - Objectivity 3 - Results & process 4 - Synthesis, distillation & visualization 5 - Alignment 6 - Coherency within and consistency across 7 - Systems viewpoint
- 11. © 2013Tom Breur / Michael Mahlberg Slide # 7 - SYSTEMS VIEWPOINT • Emphasize the purpose of a (any) particular course of action • Tie immediate results to broader (organisational) objectives 11 1 - Logical thinking process 2 - Objectivity 3 - Results & process 4 - Synthesis, distillation & visualization 5 - Alignment 6 - Coherency within and consistency across 7 - Systems viewpoint
- 12. © 2013Tom Breur / Michael Mahlberg Slide # A3 Reporting 12
- 13. © 2013Tom Breur / Michael Mahlberg Slide # A3 PROBLEM SOLVING & REPORTING • Disciplined reporting that encourages disciplined problem- solving • Thinking process is (much) more important than the resulting reports • Report drafting is a collaborative exercise 13
- 14. © 2013Tom Breur / Michael Mahlberg Slide # 14 ! ! ! ! Background ! ! ! ! Current condition ! ! ! ! Goal ! ! ! ! Root-cause analysis ! ! ! ! Countermeasures ! ! ! ! Effect confirmation ! ! ! ! Follow-up actions Problem-solving A3 report Report Theme Date Plan Do CheckAct
- 15. © 2013Tom Breur / Michael Mahlberg Slide # PRACTICE PAPER PLANE A3 REPORT 15
- 16. © 2013Tom Breur / Michael Mahlberg Slide # 16 Example of the 5 Why’s method The machine stopped Why? The overload circuit tripped Why? The pump was seizing up Why? Metal shavings damaged the shaft Why? Shavings entered lubrication system Why? ! No filter on the inlet pipe!
- 17. © 2013Tom Breur / Michael Mahlberg Slide # 17 ! ! ! ! Background ! ! ! ! Current condition ! ! ! ! Goal ! ! ! ! Root-cause analysis ! ! ! ! Countermeasures ! ! ! ! Effect confirmation ! ! ! ! Follow-up actions Problem-solving A3 report DateReport Theme Plan Do CheckAct
- 18. © 2013Tom Breur / Michael Mahlberg Slide # ! ! ! ! Background ! ! ! ! Current condition ! ! ! ! Proposal ! ! ! ! Analysis/evaluation of alternatives Report Theme ! ! ! ! Plan details ! ! ! ! Unresolved issues (optional) ! ! ! ! Implementation schedule 18 Proposal A3 report Date Plan Do CheckAct
- 19. © 2013Tom Breur / Michael Mahlberg Slide # 19 ! ! ! ! Background ! ! ! ! Current condition ! ! ! ! Proposal ! ! ! ! Analysis/evaluation of alternatives Report Theme ! ! ! ! Plan details ! ! ! ! Unresolved issues (optional) ! ! ! ! Implementation schedule Proposal A3 report Date Plan Do CheckAct
- 20. © 2013Tom Breur / Michael Mahlberg Slide # ! ! ! ! Plan details ! ! ! ! Proposal ! ! ! ! Background ! ! ! ! Current condition ! ! ! ! Analysis/evaluation of alternatives Report Theme ! ! ! ! Unresolved issues (optional) ! ! ! ! Implementation schedule 20 Proposal A3 report Date Plan Do CheckAct
- 21. © 2013Tom Breur / Michael Mahlberg Slide # 21 ! ! ! ! Background ! ! ! ! Current condition Theme ! ! ! ! Results ! ! ! ! Remaining Issues/Action Items Status review A3 report Date Plan Do CheckAct
- 22. © 2013Tom Breur / Michael Mahlberg Slide # 22 ! ! ! ! Background ! ! ! ! Current condition Theme ! ! ! ! Results ! ! ! ! Remaining Issues/Action Items Status review A3 report Date Plan Do CheckAct
- 23. © 2013Tom Breur / Michael Mahlberg Slide # 23 Comparison of different A3’s Focus Problem solving Proposal writing Project status review Thematic content or focus Improvements related to quality, cost, delivery, safety, productivity, and so on Policies, decisions, or projects with significant investment or implementation Summary of changes and results as an outcome of either problem solving or proposal implementation Tenure of person conducting the work Novice but continuing throughout career Experienced personnel; managers Both novice and more experienced managers Analysis Strong root-cause emphasis; quantitive/ analytical Improvement based on considering current state; mix of quantitative and qualitative Less analysis and more focus on verification of hypothesis and action items PDCA cycle Documents full PDCA cycle involved in making and improvement and verifying the result Heavy focus on the Plan step, with Check and Act steps embedded in the implementation plan Heavy focus on the Check and Act steps, including confirmation of results and follow-up to complete the learning loop Plan Do CheckAct Plan Do CheckAct Plan Do CheckAct