A3 Thinking by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
A3
Thinking
A disciplined way of solving problems

© Operational Excellence Consulting. All rights reserved. 2
Objectives
1. Acquire knowledge on the key concepts of A3 Report
based on the A3 thinking process
2. Gain detailed knowledge on the step by step approach
to writing an A3 Report for Problem Solving
3. Gather useful practice tips on the appropriate form and
style for A3 Reports
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please visit:
http://www.oeconsulting.com.sg

Contents
1. Introduction and Key Concepts of A3 Report
2. A3 Problem Solving Report: Step-by-step
3. Form & Style

Introduction
to A3 Report
1

Introduction
 Most organizations strive to steadily improve their
performance. At a basic level, continuous improvement
requires effective problem solving.
 Unfortunately, addressing organizational problems to the
level that the likelihood of recurrence is greatly
diminished remains a rare skill.
 In this presentation, we introduce a general-purpose tool
that can greatly improve the problem-solving capabilities
of an organization and its members. This tool is called
the A3 Report.

Introduction
 A3 thinking is as much about developing good problem-
solvers as it is about effectively solving problems.
 Plan-Do-Check-Act (PDCA) is the basic philosophy
behind A3 thinking.
 There are seven elements of A3 thinking – the kind of
thinking that the A3 report tool encourages – and the A3
process that add some meat to the PDCA skeleton,
making it more actionable and useful.

Seven Elements of A3 Thinking
1. Logical thinking process
2. Objectivity
3. Results and process
4. Synthesis, distillation and
visualization
5. Alignment
6. Coherency within and
consistency across
7. Systems viewpoint
Development
of Knowledge
& Skill

Stages of Ability
Knowledge: Only this
portion is taught in a
classroom in “Off-JT”
manner.
Skill: This portion must be
taught with actual problems
and situations “OJT” with
mentoring from capable
superiors. Skills usually
cannot be developed in a
classroom setting.
Knowledge
Can Do &
Improve
Do Well
Capability
Understanding

What is an A3 Report?
 An A3 Report is a process used to
document and report the results
from the PDCA cycle.
 It is different from other types of
report in the way that all information
is disclosed on an A3 sheet
(11”x17” paper) developed and
popularized by Toyota.
 When applied to problem solving,
the A3 report indicates the steps to
use when solving problems.

What is an A3 Report?
 An A3 Report is a PDCA storyboard – it refers to the
“story” that the presentation will follow.
 Using the A3 report will make it easier for the audience
to understand.
 Therefore from the data collected, the objectives can be
identified and the results can be reported for everyone to
absorb.
 There will be some trial and error in between these
improvement activities. So it is natural that the A3 report
and the basic steps are repeated until you are satisfied
with the quality.

Three Types of A3 Report
1. Theme
2. Background
3. Current Condition
4. Results
5. Remaining Issues/
Action Items
1. Theme
2. Background
3. Current Condition
4. Analysis/Evaluation of
Alternatives
5. Plan Details
6. Unresolved Issues
(optional)
7. Implementation
Schedule
1. Theme
2. Background
3. Current Condition &
Problem Statement
4. Goal Statement
5. Root Cause Analysis
6. Countermeasures
7. Check Results
8. Follow Up Actions
Problem Solving Proposal Status Update
The report can be easily developed by following the steps outlined below.

A3 Thinking is Based on the PDCA Approach
 A3 thinking process is based
on the PDCA philosophy
 PDCA is a systematic
approach to problem solving
 It provides the framework for
a team to carry out
improvement
 It is commonly used together
with the problem solving tools
Plan
DoCheck
Act

Typical Flow of a Problem-Solving A3 Report
Current Condition
Analysis
Countermeasures
Effect Confirmation
Follow up Actions
Goal
Do, Check & Act
Background
Report Theme:
Plan

Typical Flow of a Proposal A3 Report
Report Theme:
Current Condition
Analysis / Evaluation
of Alternatives
Plan Details
Unresolved Issues
(optional)
Implementation
Schedule
Proposal
Background

Typical Flow of a Project Status Review A3 Report
Report Theme:
Background
Current Condition
Results
Remaining Issues / Action
Items

Comparison of Different A3s
Focus Problem Solving Proposal Writing
Project Status
Review
Thematic
content or
focus
Improvements related to
quality, safety, cost,
delivery, 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
Both novice and
experienced
personnel/managers but
continuing throughout
career
Experienced personnel;
managers
Both novice and more
experienced managers
Analysis
Strong root-cause
emphasis;
quantitative/analytical
Improvements based on
considering current state;
mix of quantitative and
qualitative
Less analysis and more
focus on verification of
hypotheses and action
items
PDCA cycle
Documents full PDCA
cycle involved in making an
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

When to Use a 50-Page Report
 When you don’t know what you’re talking about
 When you’re trying to hide the truth
 When you want to impress your professor
 When you own Xerox stock
 When you wish to create a clerical staff empire
 When you need to fill up your time
 When you get paid by the word
 To put your audience to sleep

When to Use an A3 Report
 Anytime you wish to clearly tell a story
– especially when you wish to simplify
or clarify a complicated issue.

Why Use the A3 Report?
Because an A3 Report…
 Enhances logical thinking
 Enhances decision-making
 Provides a standardized method
of communication
 Focuses on problem solving
activities
 Eliminates waste

Example 1: Problem Solving A3 Report
Theme: Reducing Scrap in the Machine Shop

Key Points for A3 Report
 Plan time to grasp the entire situation.
 Decide what kind of story you need to tell.
 No exact or specific look or format.
 Relate the story to company goals and values.
 Make your story flow in a logical sequence.
 Save words – use graphs and visuals.
 Fits on one page – use baby A3s for complicated stories
 Use bullet points – be specific, make very word count.

A3 Report – Step by Step
2

Problem Solving A3 Report Format
COUNTERMEASURES
FOLLOW UP
CHECK RESULTS
ANALYSIS
GOAL
CURRENT STATE
Detailed description of the current situation
(e.g. process flow, trend chart, Pareto analysis,
gap identification and problem statement).
Specific goal to address the gap or target state
from the current state.
Depiction of analytical techniques to uncover
the root causes of the problem or factors that
affect the problem in the current state.
Alternatively it may be a description of a
proposed target state to achieve.
A summary of who will do what by when in
order to resolve the problem situation or
achieve the target date.
Quantitative comparison of actual results
versus your goal.
Summary of follow up action items (e.g.
lessons learned, communication to other
parties, training, standardization, or other
areas).
BACKGROUND
Relevant historical data and information.
THEME Concise statement of what this A3 report is about.1
2
3
4
5 8
7
6

Step 1: Theme
 Every report begins with a thematic title that introduces
the content to the audience.
 The theme should help the audience quickly discern the
gist of the content. In essence, the theme is the report
or document description.
 Examples of themes in manufacturing industries:
• Reducing scrap in the machine shop
• Improving productivity in stamping
• Improving on-time delivery
• Lead-time reduction in assembly

Step 2: Background
ILLUSTRATIVE
1. Corporate Goals 2014
 Increase global market share
 Improve quality and service
 Increase corporate profits
2. Manufacturing Goals 2014
 Reduce cost by 5%
 Reduce scrap by 15%
 Improve productivity by 7%
 Improve HSE index by 10%
3.2
2.62.73
2
1
2.3%
Goal
Not meeting
goal for 2014!
Background
2012 2013 2014
(YTD)
Overall
Scrap %

Step 3: Current Condition
Example 1:
 Customers in the Northern region are dissatisfied with the ordering
service.
 Errors have increased by 23% during the last 3 months.
Example 2:
 Since the rationalization of the patient registration services,
complaints of long waiting times have increased by 35%.
Examples of Problem Statement
ILLUSTRATIVE

Step 4: Goal Statement - Review Questions
 Is there a clear goal or target?
 What, specifically, is to be accomplished?
 How will this goal be measured or evaluated?
 What will improve, by how much, and when?

Step 5: Root Cause Analysis
Symptoms
 Result or outcome of the
problem
 What you see as a problem
(Obvious)
Causes
 “The Roots” – system below
the surface, bringing about
the problem (Not Obvious)
Symptoms
Causes
The Problem
 Gap from goal or standard
Problem
Infection
Fever
Achy, weak, tired

Why? Answer
1
Why is there oil on the
floor?
Oil leaks from the cylinder rod
when activated.
2 Why did oil leak? The O-ring was cut.
3 Why was the O-ring cut? The rod was flawed.
4 Why was the rod flawed? Dirt in the oil abrades the rod.
5 Why did dirt get in the oil?
There are holes and gaps on the
upper plate of the tank.
Example of 5 Whys
ILLUSTRATIVE
Root cause of the problem

Step 6: Countermeasures – Key Points
 Make sure to address the potential root cause(s) with
action items.
 Identify who will implement the countermeasures.
 Make it clear exactly what will be done.
 Clarify the due date by which action items will be
completed.
 Make the implementation order and location clear.

Form & Style
3

Form & Style
 Do not become slave to a format, but use the format as
a standard for starting your own A3 reports.
 Pay close attention to scope control, especially when
first starting out. Start on something relatively easy and
within your realm of control for the first attempt.
 Rely upon handwritten images, especially at first, for the
current condition and other sections of the A3 where
images or charts work better than pictures or texts. Once
your skill has improved or the content finalized, migrate
over to electronic formats.

Common Pitfalls in A3 Reports
 Background is not clear to an external audience
 Problem statement is too vague
 Scope is too large (for first efforts in particular)
 The goal or target condition is an action item is disguise
 Problem analysis is not sufficiently drilled down
 Countermeasures do not address root causes

About
Operational Excellence
Consulting

About Operational Excellence
Consulting
 Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
 The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
 OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

To download this presentation,
please visit us at:
www.oeconsulting.com.sg
END OF PARTIAL PREVIEW

A3 Thinking by Operational Excellence Consulting

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