A3 Problem Solving
Larry Rubrich
A3 refers to a European paper size that is roughly equivalent
to an American 11-inch by 17-inch tabloid-sized paper. The A3 format is
used by Toyota as the template for three different types of reports:
- Proposals
- Status
- Problem
solving
There is no “magic” in the steps through which
the structured A3 Problem Solving template takes a team. These steps
are basically:
- Identify
the problem or need
- Understand
the current situation/state
- Develop
the goal statement – develop the target state
- Perform
root cause analysis
- Brainstorm/determine
countermeasures
- Create
a countermeasures implementation plan
- Check
results – confirm the effect
- Update
standard work
These steps follow the Deming Plant-Do-Check-Act
(PDCA) cycle, with steps 1 through 5 being the ”Plan”, Step 6 being the “Do”,
Step 7 being the “Check” and Step 8 being the “Act”.
On the A3 template, the steps are typically laid
out like this:
Surprisingly, the steps and the format look very
much like templates created by U.S. companies in the 1980s and 1990s.
Ford Motor Company created an 8.5-inch by
11-inch 8D Problem Solving template:
Johnson Controls Inc. created a Problem Solving
Document (PSD) that uses both sides of a form that folds to an 8.5-inch by
11-inch size, but it is larger than tabloid size unfolded.
If U.S. companies had the templates and
knowledge of the problem-solving tools, why aren’t U.S. companies better
problem-solvers?
The answer is that when most organizations start
their lean implementation, they jump to using the lean tools. However, there
are four components of a lean implementation: lean planning, lean concepts,
Lean tools and lean culture. All four of these components must be
implemented in parallel. The lean tools are ineffective without the
support of a developing lean culture.
The Four
Components of Lean
This supporting lean culture is highlighted by
how Toyota views problems:
- Problems
are seen as opportunities to improve their processes and, ultimately,
their products.
- The
people assigned to solve the problem view the assignment as an opportunity
to improve their problem-solving skills. They understand that they learn
more and become a better problem-solver each time they perform
the process.
In Toyota, no problem is a problem!
Compare this to how a typical U.S. company
associate views problem-solving. We view it as a burden or maybe even a
punishment. We get through it so we can check it off our to-do list.
A3 is a structured and very
useful problem-solving template. To be successful, this template must be
supported by a lean culture that changes how we view problems. Otherwise, A3
Problem Solving will just join the list of “programs of the month”.
