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A Deep Dive into the A3 Problem-Solving Approach

• 11 mins to read
• June 20, 2023
• By Reagan Pannell

In today’s fast-paced and fiercely competitive business world, organisations must find ways to continuously adapt, evolve, and excel. Amidst the myriad methods and techniques for achieving improvements and driving continuous improvement, few have proven as profound and transformative as Toyota’s A3 problem-solving approach. 

A significant driving force behind the company’s rise to global prominence, the A3 process fosters a culture where problems are embraced as opportunities for growth and learning. In this article, we’ll explore the origins and underlying principles of the A3 approach and uncover the secrets to its success in unlocking the power of improvements.

Understanding the A3 Approach

The A3 methodology is an integral part of the Toyota Production System (TPS), a set of principles and practices that have shaped the company’s approach to manufacturing, management, and continuous improvement over the years. Named after the A3 sheet of paper that was historically used to capture the plan, analysis, and follow-up on a single page, the A3 process represents a simple, yet powerful, tool for addressing complex challenges and discovering lasting solutions.

At its core, the A3 approach is rooted in three key elements:

1. Thorough problem analysis: The foundation of the A3 process lies in digging deep to diagnose the true nature and root cause of an issue, rather than jumping to hastily devised fixes that merely address symptoms.

2. Structured documentation: The A3 report serves as both a communication tool and an iterative planning device, with each section building on the previous ones to guide problem solvers through a comprehensive analysis, solution development, and execution process. It’s the foundation of good continuous improvement.

3. Cyclical learning and improvement: Leadership and employees alike are encouraged to commit to hypothesis-driven inquiry, observation, experimentation, and reflection, leading to a culture that actively seeks and leverages opportunities for growth by solving problems.

How to Implement the A3 Process in Your Organisation

The Lean Thinking A3 approach can be distilled into seven essential steps:

1. Identify the problem: 

Clearly articulate and define the issue at hand, avoiding the temptation to jump to solutions or assume important facts to be self-evident..

When identifying the problem, it is important to ensure that all relevant stakeholders in the organisation are consulted. This helps to ensure that the issue is accurately described and understood from multiple perspectives. A thorough problem analysis should also include conducting research into possible causes or root issues, and clearly documenting any observed symptoms of the problem. Additionally, it is essential to identify any major risks associated with not finding a solution and recognise any constraints (both external and internal) that may exist which could limit potential solutions. Lastly, it is important to consider any potential opportunities which may arise from addressing the issue that may have been overlooked at first glance. This is the problem statement part which is a critical component that identifies the difference between the current condition and the target condition.

At this stage, we are not looking at how to solve problems being faced or at the potential solution to solving problems. It’s about developing a good understanding of how the actual results differ from the expected results and providing an in-depth systematic approach to process improvement and developing problem-solving skills.

2. Establish the context and background: 

Provide a high-level overview of the problem, describing the stakeholders involved, relevant data, and the broader organisational context in which the challenge has arisen..

It is important to ensure that all stakeholders are properly considered when identifying any potential solutions as their perspectives can play a vital role in determining an effective solution. All related data should be thoroughly analysed to understand the full scope of potential solutions. This includes resources, costs, timelines, and any legal or regulatory issues that may need to be considered. Additionally, it is important to consider how well-proposed solutions fit within existing organisational policies and procedures as this could impact implementation success. Finally, understanding how proposed solutions would interact with other initiatives or processes currently taking place in the organisation can help inform decisions about whether or not they are viable options. It may include conducting some value stream mapping to dig deeper into the current state.

It is important to fully explore any underlying factors that may be contributing to the issue at hand and ensure in-depth problem analysis. This includes looking deeper into existing systems, structures, and processes related to the problem in order to identify potential areas of improvement or optimisation. Additionally, it is essential to consider any relevant industry trends or external influences that could impact how the problem manifests within the organisation.

When analysing a problem, collecting data from various sources is important to get a more comprehensive understanding of how a particular issue can be addressed. This includes mapping the current process using the VSM, SIPOC, Process Mapping or Flowcharting techniques. Additionally, interviews and surveys can be conducted with stakeholders to gain insights into how they perceive the issue and their perspectives on potential solutions. Lastly, it is important to observe any real-world activities related to the problem to uncover key areas where time, effort, resources, money etc is being wasted. This is the time improvement that may not have been identified otherwise.

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This involves clearly articulating the desired state of affairs and any key deliverables of the proposed solution. Whether it is reducing operational costs, increasing efficiency, improving customer experience, or something else entirely – defining specific objectives with measurable metrics can help ensure that project teams stay focused and remain aligned on their ultimate destination.

At this stage, it is also important to consider how long it will take to reach the desired outcome. Establishing an implementation timeline will help safeguard progress and provide a framework for tracking results along the way. Setting milestones for achieving particular goals at certain points in time can be especially helpful in keeping teams accountable throughout the process. Additionally, having a plan for evaluating success after reaching the end target will allow stakeholders to gain further insights into how effective their approach has been in addressing underlying problems, as well as how well-proposed solutions have fared once implemented.

4. Investigate root causes:

Use a variety of techniques (e.g., the 5 whys, fishbone diagrams, pareto charts) to probe the problem’s underlying causes and avoid settling on proximate reasons..

The process of identifying root causes is essential when using data-driven tools. We always want to find the simplest root cause approach.

One of the most widely used methods for root cause analysis is the ‘5 Whys’ technique. This method involves asking a series of ‘why’ questions to determine the underlying cause of a particular symptom or issue. The goal is to keep asking “Why?” until you reach an answer that can provide insight into how to address the problem and prevent it from occurring in the future.

Another commonly used tool for root cause analysis is the fishbone diagram (also known as Ishikawa diagrams). This approach involves visualising all potential causes which could be causing a symptom or issue in a logical format, allowing users to identify patterns and uncover links between root causes and their respective effects. This technique can be helpful in identifying and focusing on key areas for improvement, as well as helping to identify interdependencies between components within an organisation’s systems.

Finally, Pareto Charts are useful for analysing data collected from surveys, interviews, observations, etc., concerning the severity or frequency of occurrence. This type of chart helps users quickly identify which factors are contributing most significantly towards an issue, allowing them to focus resources towards addressing those areas first and foremost. Additionally, Pareto charts can also be used to prioritise different solutions based on their estimated effectiveness in addressing an issue.

In conclusion, understanding the root cause of an issue through rigorous techniques such as 5 Whys, fishbone diagrams, and Pareto charts provides invaluable insight into how best to address it effectively while preventing it from reoccurring in the future. By leveraging these tools along with other data-led approaches such as process mapping and flowcharting, organisations can ensure that any proposed solutions are well-informed by both qualitative and quantitative data sources as well as ensure they are building consensus across the entire organisation.

5. Countermeasures:

Identify the right countermeasures (corrective actions) to implement that will directly impact the root causes identified..

Brainstorming is a useful tool for identifying potential improvements. It involves coming up with ideas and solutions in an open and collaborative manner, without judgement or criticism. By allowing team members to share their thoughts freely, brainstorming can help uncover innovative solutions that may have otherwise gone unnoticed. Additionally, looking at how waste reduction, flow and pull can be used to improve processes can also provide valuable insights into where improvement opportunities lie.

Brainstorm potential solutions that directly target the root causes and create detailed action plans for implementation, complete with assigned roles, responsibilities, and timelines.

Once the countermeasures are identified, it is important to design an implementation plan and assign roles & responsibilities. This will help ensure that all stakeholders understand their part in the implementation and can work together to achieve the desired outcome. Additionally, it is important to track progress along the way – setting measurable milestones that can be tracked against goals established during the initial problem-solving phase will help keep teams accountable and allow for course corrections if needed.

By utilising A3 Problem Solving Tools such as a template, organisations can easily document and share their analyses with relevant stakeholders throughout each stage of the project. Having detailed record-keeping like this also helps teams stay on target over time while providing insights into how proposed solutions may need to be re-evaluated down the line. This implementation plan provides the entire organisation with a clear project status on a one-page report.

6. Evaluate the results:

Measure the impact of your countermeasures against the problem, using well-defined success criteria, key performance indicators, or other relevant metrics..

Once the countermeasures have been implemented, it is essential to measure and evaluate their success. This can be done by tracking performance against the initial objectives established during the goal phase, as well as establishing key performance indicators to gauge how well the proposed solutions have fared.

Additionally, stakeholders should also consider conducting a post-implementation evaluation in order to assess how successful their approach has been in addressing underlying issues and determining what lessons can be learned from the experience. This will enable teams to identify strengths and weaknesses within their existing processes and make any necessary adjustments going forward. By understanding the outcomes of their improvements, organisations are able to gain valuable insights into how well they’ve succeeded in achieving their goals and ensure continued success moving forward.

Once the countermeasures have been implemented and their success measured, it is important to compare the results against the initial objective. This can be done in a variety of ways, including graphical analysis such as charts, process maps or flow diagrams. Graphical analysis helps to visualise the differences between results achieved before and after the implementation of new measures in a meaningful way. It also provides an increased level of clarity when assessing whether the desired outcomes have been achieved or not.

Process maps can be useful in understanding how changes made during the improvement phase have impacted processes within an organisation. By mapping out existing processes and then comparing them against those following implementation of countermeasures, teams can easily pinpoint where improvements were made and analyse how they led to improved performance overall.

Charts, on the other hand, enable users to quickly identify trends that may have emerged from data collected during the project. For example, if performance metrics are tracked before and after countermeasures are implemented, users can use charts and graphs to more clearly observe any patterns that may indicate an improvement or regression in performance over time – providing further insights into which areas need further attention or adjustment moving forward.

Finally, dashboard views provide an effective means of displaying results at a glance while highlighting any anomalies that might warrant further investigation. Dashboards allow stakeholders to gain access to important information quickly and easily while also helping them keep track of progress towards goals set out during initial problem-solving phases. Additionally, because dashboards support data visualisation capabilities they offer a highly interactive user experience which can help teams understand underlying trends with greater clarity and precision.

7. Standardise and share:

If a countermeasure proves successful, integrate it into the organisation’s standard operating procedures and share it with other teams as a best practice..

Once the countermeasures have been successfully implemented and measured against the initial objectives, these changes need to be integrated into the organisation’s standard operating procedures (SOPs) and shared with other teams as best practices. This will ensure that any improvements made during the problem-solving phase are consistently applied across all teams within the organisation.

In order to ensure that these improvements become part of the organisation’s long-term strategy, process maps should be updated to reflect the new improved way of working. Process maps provide a visual representation of how workflows are structured within an organisation, and by updating them in line with newly-implemented countermeasures, organisations can ensure that their processes continue to remain up-to-date and efficient moving forward. It may also be necessary to build a follow-up plan if not all tasks are fully completed as well as develop a Lean-focused PDCA cycle to ensure long-term effective collaboration on the solutions that were implemented.

Process documentation should also be updated in order to keep track of changes made during problem-solving. By documenting not just the solutions that were proposed but also why they were proposed, teams can gain valuable insights into their decision-making process which they can leverage for similar future problems.

Furthermore, it is important to update key performance indicators (KPIs) to accurately reflect any progress made during problem-solving. By tracking performance against objectives established before and after countermeasures were implemented, organisations will be able to identify any areas that may still need improvement or require further adjustment going forward. Additionally, tracking KPIs over time will help teams understand whether or not their current strategies are leading them towards meeting their goals in a timely manner or if additional measures may need to be taken in order to achieve desired results more quickly.

Finally, organisations should share successful solutions with other teams in order to promote collaboration and knowledge sharing amongst stakeholders throughout different parts of the business. This will allow for ideas generated through one team’s problem-solving efforts to benefit multiple departments – helping foster creativity and innovation while ensuring that everyone is on board with necessary changes being made throughout the organisation. The last step is key to Toyota’s PDCA management system designed for the entire organisation.

By breaking down the problem-solving process into these seven discrete stages, the A3 method offers practitioners a comprehensive, end-to-end framework for tackling complex challenges and driving improvements in any organisation.

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Training the team on A3

To get A3 started, everyone in the entire organisation needs to learn how to use this single-sheet or single-page document. This means training people across all parts of the company so that everyone knows how to use the A3 Problem Solving Tool and A3 template. Training will help make sure that everyone follows a structured approach when using A3.

Getting the organisation fully onboard with A3 Problem Solving is not an easy task and will require a dedicated effort to ensure its successful implementation. To this end, it is important to start with specific areas of the business – whether it be operations, finance or marketing – by setting up targeted training sessions for both operational teams and senior managers. This will help everyone understand how and why A3 is used, as well as the potential benefits it can bring to their business.

Once everyone has mastered the basics of working with an A3 template, companies should look to regularly review and evaluate its effectiveness. This could include setting up quarterly reviews or running workshops where teams discuss successes and areas for improvement when using the A3 tool. Doing this will ensure that any issues are identified early on, allowing the team to quickly adjust accordingly.

At Leanscape, we understand that transitioning to A3 Problem Solving can be a daunting task. With our team of specialists, we can provide your teams with the necessary training and coaching to ensure that they are able to adapt quickly and efficiently. Our comprehensive approach to A3 will equip your team with the knowledge and skills needed to successfully use this powerful tool for improving performance in all areas of your business.

We are committed to helping you develop a culture of continuous improvement within your organisation by teaching best practices and providing guidance through every step of the problem-solving process. Through our specialised training programs, we will help your teams learn how to use the A3 template more effectively, as well as how to interpret data visualisations quickly and accurately – enabling them to take action swiftly when required. Our experienced coaches will also share insights from industry experts on how best to integrate countermeasures into standard operating procedures (SOPs) and process maps, keeping up-to-date with industry trends in order to stay ahead of the competition.

By leveraging Leanscape’s expertise in A3 Problem Solving, you can rest assured knowing that your team is in good hands. Our team is dedicated to providing you with the support needed for successful implementation so that you can achieve sustained performance improvements over time.

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The implementation of A3 Problem Solving provides a comprehensive framework for organisations looking to successfully address complex problems in an efficient and cost-effective manner. By breaking down the problem-solving process into seven distinct stages, users can structure their approach and track the progress of their countermeasures over time.

In order to ensure successful implementation, organisations should dedicate time towards training their teams on how to use the A3 Problem Solving Tool and A3 template. This will give everyone a solid foundation for carrying out future problem-solving activities more effectively, as well as provide insights into the effectiveness of certain countermeasures over time.

Through Leanscape’s specialised training programs, you can ensure that your team is fully equipped with the necessary skills to successfully adopt and incorporate A3 Problem Solving into all areas of your business. Our experienced coaches are committed to helping you develop a culture of continuous improvement within your organisation – providing guidance through every step of the process

Final Thoughts

The A3 approach is an invaluable tool for unlocking the power of improvements within any organisation. By leveraging its structured framework and cyclical learning approach, businesses can remain agile and responsive to ever-changing conditions, allowing them to navigate change more successfully and emerge stronger than ever before. Ultimately, this makes Toyota’s A3 problem-solving process one of the most effective ways to ensure long-term success in today’s fast-paced and competitive market.

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Reagan pannell.

Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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What is Lean Learning? Tips, Techniques, and Implementation

April 4th, 2024

Lean Learning is a powerful methodology that combines the principles of lean management with the art of continuous learning and improvement. 

Companies and industries always need to optimize their processes to maximize their efficiency and deliver extraordinary value to customers. 

Whether it’s streamlining manufacturing processes, enhancing product development, or optimizing business operations, the lean philosophy has proven its mettle time again and again.

Key Highlights

• Understand the origins of Lean Learning and its roots in the Toyota Production System (TPS). 
• Explore the Lean Learning mindset, encompassing continuous improvement, waste elimination , employee empowerment, customer-centricity, and cultivating a lean culture.
• Discover its powerful techniques and tools, including A3 thinking , problem-solving methodologies, visual management, just-in-time learning, and lean instructional design strategies.
• Learn how to implement a comprehensive lean learning strategy by building a lean learning culture.
• Insights from real-world case studies and success stories, demonstrating the practical application across various industries.
• Envision the future of lean learning and its potential to change organizational performance, employee engagement, and customer satisfaction.

As we learn more about Lean Learning, it becomes increasingly evident that the true catalyst for sustained success lies in the ability to cultivate a culture of continuous learning and improvement.

Introduction to Lean Learning

It is in this pursuit of continuous improvement that the concept of “ Lean Learning ” is game-changing, and revolutionizing the way we approach learning and development within the organizational context.

Origins in Lean Management and Toyota Production System (TPS)

The roots of Lean Learning can be traced back to the pioneering work of the Toyota Production System (TPS), a manufacturing philosophy that transformed the automotive industry. 

At the heart of TPS lies the principle of eliminating waste and maximizing value-added activities, a mindset that transcends industry boundaries and has since been adopted across various sectors.

Lean management, born out of the TPS, emphasizes a relentless focus on continuous improvement, respect for people, and the pursuit of perfection through the systematic identification and elimination of non-value-added activities. 

This philosophy challenged traditional management approaches and paved the way for a more efficient, customer-centric way of thinking.

As companies embraced lean principles , it became apparent that the true catalyst for sustained success lay not only in optimizing processes but also in cultivating a culture of continuous learning and adaptation. 

Lean thinkers recognized that empowering employees to identify and solve problems at the source was crucial for driving meaningful change and fostering a lean culture.

Lean principles applied to learning and development

It was this realization that sparked the integration of lean principles into the roots of learning and development, giving rise to the concept of Lean Learning. 

By applying lean thinking to the way organizations approach training, skill development, and knowledge sharing, a transformative shift occurred, aligning efforts with the overarching goal of creating value for both the organization and its customers.

The core tenets of lean learning include:

• Removing waste in the learning process by focusing on value-added activities that directly contribute to performance improvement.
• Empower employees to identify their own learning needs and actively participate in the learning process, fostering a sense of ownership and engagement.
• Supporting a customer-centric approach by aligning learning initiatives with the specific needs and requirements of both internal and external customers.
• Continuous improvement through ongoing feedback loops, data-driven decision-making, and a willingness to iterate and refine learning strategies based on real-world outcomes.
• Promoting lean culture and lean leadership principles , such as respect for people, teamwork, and a relentless pursuit of perfection.

By using these principles in the learning and development landscape, organizations can benefit, including increased efficiency, enhanced employee engagement, improved knowledge retention, and ultimately, better alignment between learning initiatives and organizational goals.

The Lean Learning Mindset

Lean learning lies in a fundamental shift in mindset – a departure from traditional, rigid approaches to training and development in favor of a dynamic, adaptive, and customer-centric model. 

This mindset is rooted in the very principles that have driven the success of lean transformations across industries, and it is essential for organizations seeking to unlock the full potential of their learning initiatives.

Continuous improvement

One of the central pillars of the lean learning mindset is the unwavering commitment to continuous improvement. 

In my experience working with organizations across diverse sectors, I have witnessed the power of fostering a culture that actively seeks out opportunities for growth and refinement. 

Lean learning encourages a constant cycle of reflection, experimentation, and iterative enhancements, ensuring that learning strategies remain agile and responsive to the ever-changing needs of the business landscape.

This commitment to continuous improvement extends beyond the bounds of learning and development itself. It permeates every aspect of the organization, empowering employees at all levels to identify areas for optimization and contribute to the ongoing pursuit of operational excellence .

Waste elimination

Another cornerstone of the lean learning mindset is the relentless pursuit of waste elimination.

In the context of learning and development, waste can take many forms – from inefficient training processes and redundant content to misaligned learning objectives and underutilized resources. 

By adopting a lean perspective, organizations can critically evaluate their existing learning strategies and identify opportunities to streamline processes, reduce non-value-added activities, and redirect valuable resources toward initiatives that drive tangible results.

Throughout my career, I have had the privilege of working with teams that have embraced the principles of waste elimination , and the impact has been transformative. 

By challenging long-held assumptions and questioning the status quo, these organizations have not only optimized their learning initiatives but have also cultivated a culture of continuous improvement that transcends departmental boundaries.

Employee empowerment

Central to the lean learning mindset is the concept of employee empowerment. Traditional top-down approaches to learning and development often fail to tap into the collective knowledge and insights of an organization’s most valuable asset – its workforce. 

It recognizes that employees are not merely recipients of training but active participants in the learning process, with unique perspectives and valuable contributions to offer.

By fostering a culture of employee empowerment, organizations can harness the collective wisdom and experience of their workforce, enabling them to identify pain points, propose solutions, and drive meaningful change. 

This approach not only enhances the relevance and effectiveness of learning initiatives but also cultivates a sense of ownership and engagement among employees, further reinforcing the lean mindset.

Customer-centric approach

At the heart of lean learning lies a steadfast commitment to a customer-centric approach . Whether the customer is internal (employees) or external (end-users), the primary focus is on delivering learning experiences that directly address their specific needs and challenges. 

This customer-centric mindset requires a deep understanding of the target audience, their pain points, and their desired outcomes, ensuring that every learning initiative is tailored to drive maximum value and impact.

In my experience, organizations that embrace a customer-centric approach to learning and development are better positioned to foster strong relationships, enhance customer satisfaction, and ultimately drive business success.

By aligning learning strategies with the evolving needs of customers, these organizations can proactively address emerging challenges, anticipate future trends, and deliver solutions that resonate with their target audience.

Lean Culture and Lean Leadership

Underpinning the lean learning mindset is the cultivation of a lean culture and the embodiment of lean leadership principles.

A lean culture values respect for people, encourages open communication, and promotes a shared commitment to continuous improvement .

It is a culture that empowers individuals at all levels to challenge conventional wisdom, question long-held assumptions, and actively participate in the pursuit of operational excellence.

Lean leadership plays a crucial role in fostering this culture by modeling the desired behaviors, setting the tone for the organization, and providing the necessary support and resources to enable sustainable change. 

Effective lean leaders understand the importance of creating an environment that encourages experimentation, embraces failure as a learning opportunity, and celebrates successes – no matter how small.

These organizations have not only optimized their learning initiatives but have also fostered a collaborative, innovative, and adaptable workforce.

By adopting the lean learning mindset, organizations can unlock a wealth of opportunities for growth, innovation, and sustained competitive advantage.

It is a mindset that transcends traditional boundaries and empowers organizations to embrace change, leverage the collective wisdom of their workforce, and deliver exceptional value to their customers – both internal and external.

Lean Learning Techniques and Tools

While the lean learning mindset lays the foundation for a transformative approach to organizational learning and development, it is the practical application of lean techniques and tools that truly brings this philosophy to life. 

Problem-solving and A3 Thinking

Lean learning lies in a relentless pursuit of problem-solving, a mindset that empowers organizations to identify and address root causes , rather than merely treating symptoms. 

One of the most powerful tools in this endeavor is thinking, a structured approach to problem-solving that encourages critical thinking, data-driven decision-making, and a comprehensive understanding of the issue at hand.

The A3 thinking process involves documenting the problem, analyzing the current situation, identifying root causes, proposing countermeasures, and outlining a plan for implementation and follow-up – all on a single A3-sized sheet of paper. 

This concise and visual format facilitates effective communication, encourages collaboration, and fosters a shared understanding among stakeholders.

Complementing A3 thinking is the broader discipline of root cause analysis, which employs a variety of techniques, such as the 5 Whys , fishbone diagrams , and fault tree analysis , to uncover the underlying drivers of a problem. 

By addressing root causes, organizations can implement sustainable solutions that prevent recurrence and drive lasting improvement.

Visual Management and Communication

Effective communication and transparency are essential components of the lean learning journey. Visual management techniques play a crucial role in this endeavor, providing a clear and concise means of conveying information, tracking progress, and aligning efforts toward common goals.

One powerful tool in the visual management arsenal is the concept of True North goals – a set of overarching, long-term objectives that serve as a guiding beacon for the organization’s improvement efforts.

By clearly articulating these True North goals and cascading them throughout the organization, Lean Learning fosters a shared understanding of the desired outcomes and enables teams to align their initiatives accordingly.

Performance metrics and key performance indicators (KPIs) are another vital aspect of visual management, providing quantifiable measures of success and enabling data-driven decision-making.

By visually displaying these metrics and tracking progress over time, organizations can identify areas for improvement, celebrate successes, and make informed adjustments to their learning strategies.

Just-in-Time and Pull-based Learning

One of the core principles of lean learning is the concept of just-in-time learning – providing employees with the knowledge and skills they need, precisely when they need them. 

This approach stands in stark contrast to traditional, batch-based training models, which often result in knowledge decay and a disconnect between learning and application.

By embracing just-in-time learning, organizations can ensure that employees are equipped with relevant, timely information that directly supports their day-to-day responsibilities. 

This can take the form of microlearning modules, performance support tools, or on-demand resources that can be accessed at the point of need, enabling employees to immediately apply their newly acquired knowledge and skills.

Closely related to just-in-time learning is the concept of pull-based learning, which empowers employees to actively seek out knowledge resources they require, rather than having training pushed upon them. 

This approach not only fosters a sense of ownership and engagement but also ensures that learning efforts are aligned with the specific needs and challenges faced by employees, resulting in more effective and relevant training experiences.

By combining just-in-time learning and pull-based learning strategies, organizations can optimize their learning initiatives, reducing waste and ensuring that valuable resources are directed towards initiatives that directly contribute to performance improvement and organizational success .

Lean Instructional Design and Delivery

The principles of Lean Learning extend beyond the acquisition of knowledge and skills; they also encompass the design and delivery of learning experiences themselves.

Through the application of lean instructional design methodologies, organizations can ensure that every aspect of the journey is optimized for value-added learning.

One key aspect of lean instructional design is the emphasis on blended learning approaches, which combine various delivery methods – such as classroom instruction, e-learning modules, and on-the-job training – to create a comprehensive and engaging learning experience. 

By leveraging the strengths of each modality and tailoring the delivery to the specific needs of the learners, organizations can maximize knowledge retention, application, and overall effectiveness.

These immersive experiences not only reinforce learning but also foster a deeper understanding of the practical implications of lean principles .

Throughout the instructional design and delivery process, the focus remains on creating value-added learning experiences that directly contribute to performance improvement and organizational objectives. 

By continuously evaluating and refining these processes, lean learning enables organizations to deliver training that is relevant, effective, and aligned with the ever-evolving needs of the business.

By leveraging these powerful lean techniques and tools, organizations can unlock a wealth of opportunities for continuous improvement, enhanced operational efficiency, and sustained competitive advantage.

Whether it’s streamlining processes, fostering a culture of problem-solving, or delivering just-in-time learning experiences, the applications of lean learning are vast and far-reaching, enabling organizations to adapt and thrive in an ever-changing business landscape.

Implementing a Lean Learning Strategy

Adopting the Lean Learning philosophy is not merely a matter of introducing new tools and techniques; it demands a comprehensive, strategic approach that permeates every aspect of an organization’s culture and operations.

Building a Lean Learning Culture

At the heart of any successful Lean Learning initiative lies the cultivation of a robust lean culture – an environment that fosters respect for people, encourages knowledge sharing, and promotes genuine employee engagement. 

This cultural shift begins with a deep-rooted commitment to the principle of respect for people, recognizing that every individual within the company plays a vital role in driving continuous improvement.

Fostering an atmosphere of knowledge sharing is equally crucial. By breaking down silos and encouraging open communication, companies can tap into the collective wisdom of their workforce, enabling cross-functional collaboration and the free flow of ideas. 

This not only enhances learning outcomes but also cultivates a sense of ownership and empowerment among employees.

Furthermore, genuine employee engagement is paramount to the success of a Lean Learning strategy . 

When employees feel invested in the process, they become active participants in their development, contributing valuable insights and driving meaningful change from within. 

Drawing inspiration from lean startup principles, organizations can embrace an iterative, customer-centric approach to learning, continuously refining and adapting their strategies based on real-world feedback and outcomes.

Lean Training and Development

Once a solid lean culture has been established, the next step is to align training and development efforts with the overarching Lean Learning strategy.

This involves implementing lean training programs that not only impart knowledge but also cultivate the skills and mindsets necessary for sustaining a lean transformation.

At the core of this effort lies the development of a comprehensive lean learning strategy that serves as a roadmap for the organization’s learning initiatives.

This strategy should encompass a range of objectives, from process optimization and waste reduction to the continuous refinement of instructional design and delivery methods.

A key aspect of lean training and development is the relentless pursuit of learning cycle time reduction.

By streamlining processes and eliminating non-value-added activities, companies can ensure that employees acquire the knowledge and skills they need in a timely and efficient manner, minimizing disruptions to daily operations and maximizing the impact of learning initiatives.

Measuring Success and Continuous Improvement

Underpinning any successful Lean Learning strategy is a commitment to data-driven decision-making and continuous improvement.

This involves establishing a robust system for measuring success through the use of key performance indicators (KPIs) and other metrics tailored to the organization’s specific objectives.

The concept of kaizen – the Japanese philosophy of continuous, incremental improvement – is fundamental to this process.

By continuously monitoring and analyzing performance data, companies can identify areas for optimization, implement targeted improvements, and refine their strategies based on real-world outcomes.

Additionally, the development of a lean learning maturity model can provide a valuable framework for assessing an organization’s progress along the Lean Learning journey.

This model typically outlines various stages of maturity, from initial awareness and adoption to full-scale integration and institutionalization of lean principles within the learning ecosystem.

By embracing a data-driven, continuous improvement mindset, organizations can ensure that their Lean Learning strategies remain agile, responsive, and aligned with ever-evolving business needs and market dynamics.

Future of Lean Learning

As we look towards the future, it is clear that the principles of lean learning will continue to gain traction across industries and sectors.

In an ever-changing business climate characterized by rapid technological advancements and evolving customer demands, the ability to adapt, innovate, and continuously improve is no longer a luxury; it is a necessity.

By embracing Lean Learning, companies can cultivate a workforce that is agile , engaged, and equipped with the knowledge and skills required to navigate complexity and drive sustainable growth.

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What Is Lean?

Management guru Peter Drucker said, “There’s nothing so useless as doing efficiently that which should not be done at all.” Lean is an improvement and problem solving methodology that strives to reduce or eliminate activities that don’t add value to the customer.

Lean is founded on two pillars: respect for people and continuous improvement. According to Dr. Shigeo Shingo, a Toyota engineer and expert on the methodology, Lean is a never-ending elimination of waste; it is committed to total customer satisfaction, total commitment to quality and total employee involvement.

An industrial engineer at Toyota, Taiichi Ohno, first developed the Lean methodology in the 1950s, then known as the Toyota Production System. One of the system’s major innovations is that workers were seen as problem solvers who are trained and empowered to improve their processes and eliminate waste.

Since the 1950s, the Lean methodology has made great strides in improving business performance across both manufacturing and transactional environments.

The Five Principles of Lean

Lean is much more than just a set of problem-solving tools. It was based on a foundation of principles designed to not only quantify and eliminate waste, but also help companies change the way they do business for the better. The following are five foundational principles of Lean and how they work together.

• Value —Understanding what the customer is willing to pay for. Value is always defined by the customer and is categorized in three ways: non-value add activity (waste), value add activity, and business value add activity.
• Value stream mapping —Mapping the process, steps, or sequence that a product or service goes through in a company.
• Flow —Allowing product and information requests to flow smoothly through the business without delay or disruption.
• Pull —Replacing only material that is used and eliminating excessive inventory, which allows us to respond quickly to customer requirements.
• Strive for perfection —Always striving to eliminate waste and improve the value provided to customers.

Understanding Value

In Lean terms, value is always defined by the customer, and there are three ways to categorize value: 1) Non-value add activity, known as waste, or muda in Japanese. 2) Value-add activities, which are essential, and 3) business non-value add activities, which are things that must be completed but don’t add value to the customer, such as meeting regulatory requirements.

To help determine if a process is value-add, Lean experts have developed a simple flowchart of questions. If the answer to all three of these questions is “yes,” then the process or process steps are value-add.

• Is the customer willing to pay for the good or the service?
• Does the step transform the good or service?
• Is the action done for the first time, or is it done many times?

Eliminating Waste

A key tenet of Lean is the reduction of waste. Using the acronym WORMPIIT, here’s a look at the eight types of waste that can be eliminated by using Lean techniques.

Roles and Responsibilities

Within a Lean program, there are a handful of important roles. Here’s an overview of those roles and the responsibility and associated training of each.

Lean Masters

Lean Masters are expert leaders of Lean efforts, driving the organization toward the future state. They work with the core team and champions to manage Lean efforts, including developing training material, instructing Lean Leaders and practitioners, and mentoring projects. Lean Masters also help manage the project pipeline and lead larger scoped projects. Not only are Lean Masters very knowledgeable on methodology and application, they’re also seen as leaders in their organization and gain exposure across the company. Training: Lean Master Development Program

Lean Leaders

Lean Leaders, also known as Lean Facilitators, are skilled practitioners of the Lean methodology. They are ideally dedicated full-time to leading SCORE events and other improvement projects. Executing four to six projects a year, Lean Leaders are experts in applying Lean tools and principles to reduce waste, improve processes, gain efficiency and boost productivity.  Additionally, Lean Leader certification is seen as a personal and professional development building block that prepares people for leadership roles later on. Training: Students should start with the Lean Practitioner course and progress through advanced Lean courses – please inquire

Lean Practitioners

These part-time resources carry the language of Lean deeper into the organization. They support and sometimes lead smaller scale projects, and also assist Lean Leaders and Lean Masters with team activities and tool application. Lean Practitioners become local advocates for continuous improvement and problem solving, and accelerate number of employees positively affected by Lean. Training: Lean Practitioner Certification course

Process Owners and Team Members

Process Owners and Team Members assist with projects and tool application, as well as the implementation and continued control of improvements. They are also involved with culture change at a local level, as well as with project identification and execution. Training:   Lean Concepts and Tools Online

Certified Scrum Master – Agile

Scrum Masters facilitate a team that is using the Scrum approach to agile development. Originating in the IT world, this course is designed for any role at any organization. Scrum Masters are responsible for ensuring communication flows between the product owner and delivery team and for removing roadblocks and setting up processes for smooth workflow. When working with Agile, Scrum Masters also apply Lean tools and principles to remove waste from the development processes and requirements. Training: Certified Scrum Master

The SCORE Roadmap for Kaizen Events

Sometimes known as “rapid improvement,” kaizen means “change for the better” in Japanese. Its essence is that change is good and good change is better. By this definition, anything a company does to make itself stronger is a Kaizen, and anyone who leads a Kaizen event in a company is a force for good change.

Change is good and good change is better.

Kaizen is a component of Lean that is designed to break down the project mentality of an organization and create a bias toward action. A Kaizen event is planned and structured and enables a group of associates to improve some aspect of their business quickly.

SCORE is a five-step methodology that provides the framework for managing and executing successful Kaizen events. Its five phases run in sequence and feed each other.

Learn more about SCORE in this article on “Leading Lean Kaizen Improvements.”

Complementary Methods

While some companies deploy Lean solo, more often than not it is part of broader continuous improvement or performance excellence efforts that include Six Sigma, innovation, and other problem solving approaches.

Lean is often applied in conjunction with Six Sigma. Lean focuses on reducing waste so what is left is value-added. Six Sigma focuses on reducing variation and defects. Together, the two become a powerful combo to first lean out and then perfect your processes. In the last decade, companies have moved from treating Lean and Six Sigma as independent approaches to combining them into an improved operating system.

All of these continuous improvement efforts roll up into the organization’s strategic planning and execution, ensuring that everyone is working on improvements and innovations that align with the company’s strategic goals.

The A3 Problem-Solving Template: A Structured Approach for Lean Organizations

Last updated: November 1, 2023

By Alexander Connor

Discover how the A3 problem-solving template can help lean organizations effectively solve problems and improve processes, enabling them to make informed decisions and drive continuous improvement in a world that constantly demands increased quality and reduced costs.

The A3 problem-solving template is a widely adopted tool in lean organizations. This structured approach allows businesses to effectively address various problems and drive continuous improvement. 

By following a logical and structured approach within the four-stage model based on the PDCA (Plan – Do – Check – Adjust) management philosophy. A3 report templates enables the visibility of problem-solving progress and shared learning among teams, improving the decision-making processes used in the organization.

In a time when efficient problem-solving is crucial, it’s important for leaders, coaches, and project teams to have the ability to think critically and make informed decisions that can be reviewed and understood by all parties involved. 

The implementation of A3 management process can notably enhance the quality of decision-making processes, increasing the capability of teams to confront the root causes of diverse difficulties.

Providing a consistent structure to the problem-solving process, the functionality of the A3 report templates has expanded well beyond its original purpose. Industries worldwide, from manufacturing to retail to healthcare, have begun to embrace this tool in their problem-solving initiatives.

What is the A3 Problem-Solving Template?

The A3 problem-solving template is a one-page report format originally developed by Toyota , a company well-known for its lean thinking. The design of the ledger size paper encourages concise communication and collaboration among team members, as it requires the problem definition, root cause analysis, countermeasures, and follow-up plan to fit on a single page.

Here’s a quick rundown of the components of an A3 problem-solving template:

• Background : A brief explanation regarding the importance of the issue, spanning no more than three to four sentences.
• Current State : Describes the current situation, detailing the problematic area that needs to be addressed.
• Future State / Goal : Highlights the objective or desired state that your organization wants to achieve after resolving the issue.
• Analysis : Incorporates root cause identification and root cause analysis, using tools like fishbone diagrams , Pareto charts, or 5 Whys, to identify the underlying concern.
• Recommendations : Suggests countermeasures to tackle the issues identified during the analysis phase. The proposed solution should aim to remove the root cause of the problem.
• Follow-Up : Stresses an action plan for the implementation plan of the recommended solution, allocating responsibilities to team members, and designating a timeline for completion.

Lean organizations leverage the A3 problem-solving template as a tool to improve their problem-solving initiatives. This is done by encouraging rationalization among team members to ensure a systematic and holistic problem-solving process. 

This form of communication and collaboration brings out the best skills in team members and can be applied across various areas within a business, ranging from manufacturing and supply chain to customer service and process improvement.

Benefits and Applications

The A3 problem-solving template offers an array of benefits to lean organizations. It essentially simplifies the complexity of problem-solving and injects an organized approach to an otherwise daunting task. Here are some key benefits that come with the application of the A3 template:

• Promotes clear and concise communication : The A3 template condenses complex problem-solving steps into a single page. This requires teams to communicate the essential elements of the problem, the analysis, their recommendation, and action plan in a clear, simplified manner. This clarity of communication ensures that every team member, regardless of their expertise, is on the same page.
• Encourages root cause analysis : The template frames problem-solving in the context of root cause analysis. It forces teams to not just focus on symptoms or immediate fixes, but encourages them to dive deeper to identify underlying root causes.
• Facilitates data-driven decision-making : Through requiring an analysis of the current state and concern, the A3 template promotes fact-based, data-driven decisions. This results in more effective and sustainable solutions, as decisions are made based on analysed data and not guesses or assumptions.
• Enhances collaboration and feedback : As the template necessitates input at multiple stages, it forges cohesive relationships among team members. It also promotes feedback at each stage of the problem-solving process, ensuring a more refined and effective solution.

The A3 problem-solving template is a universal tool that can be applied across various departments and diverse industries such as manufacturing, healthcare, retail, construction, etc.

A3 Report Templates and Resources

Several A3 templates and resources are available to assist organizations in implementing the A3 problem-solving structure. These templates equip teams with a standardized structure that guides them through the process of problem definition, root cause analysis, countermeasures, and action planning.

In addition to templates, the market offers a myriad of books and training resources on lean and agile methodologies to enhance the understanding and application of the A3 problem-solving structure. 

There are resources available specially designed for all lean organizations, whether they are just starting their lean journey or are well-established lean practitioners, to ensure a smooth transition to adopting the A3 reporting system.

Several online platforms and software providers also offer A3 report templates tailored to business requirements, making it simpler for organizations to adopt this problem-solving tool and providing them with opportunities for continuous improvement and learning.

A3 Problem-Solving

The A3 problem-solving template is an invaluable tool for lean organizations aspiring to boost their capability in problem-solving and stimulating continuous process improvement. 

By utilizing this structured approach, teams can effectively handle diverse challenges, promote collaboration, make data-driven decisions, and effectively bring continuous improvement into their daily operations with the help of A3 report templates and resources.

In a nutshell, the A3 problem-solving template ingrains a problem-solving culture into organizations, empowering teams to excel in their problem-solving skill sets and consistently deliver improved operations. It’s more than a mere problem-solving tool; it’s a mindset shift towards heightened efficiency and efficacy.

Embrace it today, and witness the transformative power of A3 structured problem-solving for your organization. Unlock the potential to navigate challenges and drive continual improvement proactively, helping your organization adapt and thrive in the ever-evolving business environment.

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Structured Problem Solving – The key to Lean?

We are all familiar with the “House of Lean”; with how the twin pillars of Just in Time (JIT) and Jidoka (built-in Quality) fundamentally drive profitability by increasing cashflow and reducing cost. That is why most Lean implementations focus on these two aspects.

Companies that have successfully implemented Lean understand that the “Stability” or foundation the House of Lean is built upon is Structured Problem Solving. The iterative improvement loop offered by Structured Problem Solving allows for the correct Lean tools to be used at the correct time and in the correct way.

Despite this, Structured Problem Solving is underutilized and laboratories are especially slow to embrace it.

So, what is Structured Problem Solving? Toyota defines the following 8-steps:

• Clarify the Problem
• Breakdown the Problem
• Set the Target
• Analyze the Root Cause
• Develop Countermeasures
• Implement Countermeasures
• Monitor Results and Process
• Standardize and Share Success

The irony is that most laboratories will be using a similar set of steps (or a sub-set) everyday as part of their deviation process. So why the resistance to applying Structured Problem Solving to their business processes?

I would argue that the underutilization of the 8-step process is analogous to why Lean implementations all too often fail. A focus and reliance on the tools with a lack of understanding of the core foundations that guide their use. The power and efficacy of 8-step problem solving lies not in the use of root cause analysis tools – the Ishikawa diagrams or the 5-whys – to develop and implement counter measures. Rather, it lies in the first three steps – to develop a shared, concise understanding of the problem and more importantly, alignment on what would be considered solving it.

Unfortunately, these first, critical steps are often rushed or neglected entirely. Whether due to the flawed assumption that everyone’s understanding of the problem is the same (it very rarely is), a lack of time or resources available to collect the necessary data, or an enthusiastic team who want to launch directly into the root cause analysis, the end result is often the same; ineffective, box ticking CAPAs that fail to address the underlying issue.

BSM’s methodology inherently supports good Structured Problem Solving. The visual management systems developed as part of our Lean Lab implementations allow the perfect framework to facilitate the 8-steps. The use of Short Interval Control and properly developed KPI’s ensure that first three steps are easy to complete as the data and targets are readily available, while also serving as triggers themselves. As such a complete Lean Lab solution will make it easy to identify when failures are occurring and will provide the information to support Structured Problem Solving. Also, as Lean Lab solutions are developed and owned by lab members the process can help embolden the lab to tackle and solve the problems they face.

Our consultants can provide further information on the above and discuss any aspect of Real Lean Transformation, simply set-up a call today.

To read this content please select one of the options below:

Please note you do not have access to teaching notes, organizational structure, employee problem solving, and lean implementation.

International Journal of Lean Six Sigma

ISSN : 2040-4166

Article publication date: 2 March 2015

The aim of this study was to understand the relationship between organizational structure and lean implementation success and to explore the impact of a lean implementation on the development of employee problem-solving skills. Organizations that implement lean manufacturing strategies experience widely differing results, with unexpected outcomes for some organizations.

Design/methodology/approach

This study was conducted using qualitative research methodologies. Specifically, a case study was performed at an electronics manufacturer in the northwestern USA over a three-month time period. The researchers collected data from a variety of sources at the manufacturing site.

Two significant findings emerged. First, the lack of dedicated personnel for the lean implementation inhibited the widespread adoption of lean practices. Second, evidence supported the role of the lean implementation in positively affecting employee problem-solving skills.

Research limitations/implications

This paper is relevant to most manufacturing organizations; however, lean implementations are likely as unique as the organizations themselves. Given that the study used a single-site case study, utilizing qualitative methods, additional research is needed to confirm the findings for a larger range of manufacturing organizations. The results do indicate, however, that an organization with fewer resources to dedicate to the lean effort may find the transformation process slow and may experience fewer performance benefits. Likewise, further empirical study would help strengthen the findings regarding the relationship between the lean implementation and noticeable improvement in employee problem-solving skills.

Originality/value

The literature stream for lean manufacturing provides examples of how lean implementations have not only noticeably affected tangible metrics related to profits and expenses but have also helped positively influence factors such as employee safety, morale and empowerment. For some organizations, considering the effect of these intangible factors before committing to a new manufacturing approach may prove useful. This study focused on exploring, in a much deeper way, through qualitative methods, how organizational structure can impact a lean implementation and how it ultimately acts as a catalyst for the increased development of employee problem-solving skills.

• Organizational structure
• Employee problem-solving skills
• Lean manufacturing

Acknowledgements

This research was supported by the National Science Foundation under grant No. SES-0217866. The authors gratefully acknowledge the organizational members of the case study site for their participation.

Worley, J.M. and Doolen, T.L. (2015), "Organizational structure, employee problem solving, and lean implementation", International Journal of Lean Six Sigma , Vol. 6 No. 1, pp. 39-58. https://doi.org/10.1108/IJLSS-12-2013-0058

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited

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• Guide: A3 Problem Solving

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: June 13, 2023
• Learn Lean Sigma

Problem-solving is one of the key tools a successful business needs to structure improvements and one I have been using to solve problems in a structured way in my career at a range of businesses over the years. When there is a problem in business that is leading to increased costs, waste , quality issues, etc., it is necessary to address these problems. A3 structured problem solving is a Lean Six Sigma methodology that has been designed and developed to support continuous improvement and solve complex business problems in a logical and structured process. 

The guide will give you a full understanding of what A3 Problem solving is and a breakdown of all the steps of how to apply it within your business with an example of where I have made improvements with it previously.

Table of Contents

Importance of a3 in lean management.

The A3 problem-solving method is a key tool in Lean Six Sigma and continuous improvement in business, and in my experience, it is often the standard approach all improvement activities must follow and is particularly popular in the automotive industry. This is because of the following:

Focus on Root Causes : Rather than applying a quick fix to a problem or jumping to conclusions and solutionizing, A3 requires gaining a deep understanding of the root causes of the problem. By addressing these root causes, the chances of recurrence is reduced.

Standardization : With a consistent format, the A3 process ensures that problems are approached in a standardized way, regardless of the team or department. This standardization creates a common language and understanding across the organization and ensures all problems are addressed to the same standard and approach.

Team Involvement : An A3 isn’t an individual process. It requires a cross-functional team to work together on problem-solving, ensuring that a range of perspectives and expertise is considered. This collective approach builds a stronger understanding of the problem and ensures that solutions are well-rounded and robust.

Visual Storytelling : The A3 report serves as a visual storyboard, making it easier for stakeholders at all levels to understand the problem, the analysis, and the countermeasures. This visualization enhances communication and drives alignment.

The 6 Steps of A3 Problem Solving (With Real Example)

The A3 problem-solving process can initially seem difficult if you have never done one before and particularly if you have never been a team member in one. To help you with this we will break down the 6 steps into manageable activities, followed by a real-life example to help you apply this method within your business.

As a side note, the A3 problem-solving process was actually one of the first Lean Six Sigma tools I learned to use three weeks into my continuous improvement career after being thrown into the deep end due to resource availability, so I can understand how difficult it can be to understand. 

Step 1: Describe the problem

Problem description.

The problem description is an important first step in the process as it ensures a common understanding with the team of what the issue is that needs to be addressed. This can be done by using a technique called the 5W1H Is/Is Not method to help gain a clear understanding of the problem. 

To understand the 5W1H Is/Is Not the Process, check out our guide for details of that technique. However, in short, it’s about asking key questions about the problem, for example, “What IS the problem?” and “What IS NOT the problem?”

Let’s say you have been asked to look into a problem where “Machine downtime on the automotive assembly line has increased by 30% over the past three months, leading to production delays and increased costs.”

An example of a 5W1H Is/Is Not on this may result in the following output:

 Based on this we can create a clear problem description as the focus of the project that give the team a clear and common understanding of the issue looking to be resolved in the next steps of the process. The problem description could then be written as:

“Over the past three months, machine downtime on Automotive Assembly Line No.3 has increased by 30%. This has predominantly affected the assembly line workers and leads, leading to production delays and higher labour costs. “

Current Condition

Next is demonstrating the current condition and demonstrating the impact on the business. This can often be done with data and charts to back up the problem that might show trends or changes in outputs.

This might look something like the below and demonstrate a good baseline for confirming the improvement at the end of the A3

Containment Actions

Next is containment actions. Since you have identified a problem, there is likely an impact on the business or the customer. As a team, you should consider what can be done to limit or eliminate this problem in the short term. Remember this is just a containment action and should not be seen as a long-term fix. 

In our situation we decided to “Implement temporary overtime shifts to meet production goals, leading to an increase in labor costs.”

At this stage, the A3 should look similar to the one below; you can use charts and graphics to represent the current state as well if they fit within the limit area. Remember, we must include the content of the A3 within the 1-page A3 Document.

Step 2: Set the A3 Goals

The next step of the A3 is to, as a team, set the goal for the project. As we have a clear understanding of the current condition of the problem, we can use that as our baseline for improvement and set a realistic target for improvement. 

A suggested method for setting the Target condition would be to use the SMART Target method.

If you are not familiar with SMART Targets , read our guide; it will cover the topic in much more detail. In short, a SMART target creates a goal statement that is specific, measurable, achievable, relevant and time-bound. 

By doing this you make it very clear what the goal of the project is, how it will be measured, it is something that can be achieved, relevant to the needs of the business and has a deadline for when results need to be seen.

For our A3 we decided that the goal would be “Our goal is to achieve at least a 20% reduction in machine downtime on Automotive Assembly Line No.3, lowering it from 90 minutes to no more than 72 minutes per day per machine, within the next 60 days. This reduction is crucial for increasing productivity and reducing labour costs, aligning with our overall business objectives.”

I also recommend using charts in this section to visualize the benefit or improvement to ensure you have stakeholder and sponsor support. Visuals are much easier and faster for people to understand.

At this point, your A3 might look something like the one below, with the first 1/4 or section complete. The next step is to move on to the root cause analysis to get to the root of the problem and ensure the improvement does not focus on addressing the symptoms of the problem.

Step 3: Root Cause Analysis

Root cause analysis is the next step in the process, often referred to as gap analysis, as this step focuses on how to get to the goal condition from the current condition.

Tip: If at this point you find the team going off-topic and focusing on other issues, Ask the question, “Is this preventing us from hitting our goal statement?”  I have found this very useful for keeping on track in my time as an A3 facilitator.

For root cause analysis, a couple of key tools are usually used: a fishbone diagram and a five-why Analysis . Again, we won’t go into the full details of these tools within this guide, as they have been covered in extensive detail in their own guides.

But the aim at this point is as a team, to brainstorm what is preventing us from achieving our target condition. This is done by allowing all members of the team to input the reasons they think it is not being achieved. These inputs are often written on sticky notes and placed on the fishbone diagram. Following this, you may have results similar to the ones below.  Note: it is important that the inputs are specific so they can be understood. e.g. “Calibration” alone is not specific to how it’s causing the problem; specify it with “Calibration: Inaccurate measurements affecting machine settings.”

After the fishbone diagram has been populated and the team has exhausted all ideas, the team should then vote on the most likely cause to explore with a 5 Whys analysis. This is done because, due to resource limitations, it is unlikely all of the suggestions can be explored and actioned.

In this situation the team decided the “lack of preventative machines: machines not being serviced regularly” was the cause of increased downtime. This was explored with the 5 Whys to get to the root cause of why Assembly Line 3 did not have preventative maintenance implemented.

The result of this root cause analysis can be seen below, and you may end up with more ideas on the fishbone, as generally there are a lot of ideas generated by a diverse team during brainstorming.

Step 4: Solutions and Corrective Actions

Now that we understand what the root cause of the problem is, we need to address it with solutions and corrective actions. Again, as a team, consider the root cause of the problem and discuss what actions need to be taken by the team, who will do them, and when they will be done. The result should be an action plan, for example, like the one below:

This action plan needs to be carried out and implemented.

The result of this section will likely just be an action list and look like the below section.

Step 5: Validate Solution and Standardize

Within step 5 it is time to collect data to validate and confirm the actions that have been implemented resulting in solving the problem and meeting the target state of the problem. This is done by continuing to collect data that demonstrates the problem in the baseline to see if the problem is being reduced.

For example, below, the project team continued to collect Assembly Line 3 downtime data on a weekly basis. Initially, there was a steady reduction, likely due to the focus of the project on the problem, which had some impact. However, once the majority of the action was implemented, a huge drop in product downtime was seen, exceeding the target. This showed the actions have been successful

If, in the validation stage, you find that the improvement required is not being made, you should go back to step 3 and reconsider the root cause analysis with the team, pick another area to focus on, and create an action plan for that following the same steps.

Step 6: Preventive Actions and Lessons Learned

In step 6 after the confirmation of project success you should look at preventive actions and lessons learned to be shared from this project:

• Preventive Action: The new preventive maintenance schedule will be standardized across all assembly lines. This will prevent other lines having similar issues and make further improvements
• Lessons Learned: A formal review will be conducted to document the process, including challenges faced and how they were overcome, which will then be archived for future reference.

In our project, this looked like the one below and will be used as a reference point in the future for similar issues. 

And that is the successful completion of a structured A3 problem-solving technique.

The complete A3 looks like the below image. Yours may slightly differ as the problem and information vary between projects.

Downloadable A3 Reporting Template

To support you with your A3 problem solving, you can download our free A3 problem solving report from the template section of the website.

Problem-solving is important in businesses, specifically when faced with increased costs or quality issues. A3 Structured Problem Solving, rooted in Lean Six Sigma, addresses complex business challenges systematically.

Originally from Toyota’s lean methodology, A3, named after the 11″x17″ paper size, visually maps problem-solving processes. This method ensures concise communication and focuses on crucial details, as illustrated by the provided example.

Emphasized in Lean Management, A3 stresses understanding root causes, standardization across teams, team collaboration, and visual representation for clarity. This tool is not only a guide to understanding the issue but is a standardized format ensuring robust solutions. Particularly for novices, breaking down its six steps, from problem description to setting A3 goals and root cause analysis, provides clarity. Visual aids further enhance comprehension and alignment across stakeholders.

• Sobek II, D.K. and Jimmerson, C., 2004. A3 reports: tool for process improvement. In  IIE Annual Conference. Proceedings  (p. 1). Institute of Industrial and Systems Engineers (IISE).
• Matthews, D.D., 2018.  The A3 workbook: unlock your problem-solving mind . CRC Press.

Q: What is A3 problem solving?

A: A3 problem solving is a structured approach used to tackle complex problems and find effective solutions. It gets its name from the A3-sized paper that is typically used to document the problem-solving process.

Q: What are the key benefits of using A3 problem solving?

A: A3 problem solving provides several benefits, including improved communication, enhanced teamwork, better problem understanding, increased problem-solving effectiveness, and the development of a culture of continuous improvement.

Q: How does A3 problem solving differ from other problem-solving methods?

A: A3 problem solving emphasizes a systematic and structured approach, focusing on problem understanding, root cause analysis, and the development and implementation of countermeasures. It promotes a holistic view of the problem and encourages collaboration and learning throughout the process.

Q: What are the main steps in the A3 problem-solving process?

A: The A3 problem-solving process typically involves the following steps: problem identification and description, current condition analysis, goal setting, root cause analysis, countermeasure development, implementation planning, action plan execution, and follow-up and evaluation.

Q: What is the purpose of the problem identification and description step?

A: The problem identification and description step is crucial for clarifying the problem, its impact, and the desired outcome. It helps establish a common understanding among the team members and ensures everyone is working towards the same goal.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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InfoQ Homepage News How to Scale Agile Software Development with Technology and Lean

How to Scale Agile Software Development with Technology and Lean

May 30, 2024 3 min read

Ben Linders

Agile software development can be done at scale with the use of technology like self-service APIs, infrastructure provisioning, real-time collaboration software, and distributed versioning systems. Lean can complement and scale an agile culture with techniques like obeyas, systematic problem-solving, one-piece-flow and takt time, and kaizen. Fabrice Bernhard spoke about how their company uses technology with lean thinking for doing agile software development at scale at FlowCon France .

The agile manifesto doesn’t apply to large organizations, Bernhard stated. Leaders looking for principles to keep their culture agile while scaling their software organization will need to look elsewhere. And unfortunately that "elsewhere" is now crowded with options called "agile at scale", many of which are very bureaucratic and therefore not in the spirit of the agile manifesto, he mentioned.

Agile can scale, Bernhard said; there are many examples of organizations that scaled while maintaining an agile culture. In the body of knowledge of lean thinking, they found the principles they were looking for to scale their organization while staying true to the agile manifesto.

In the book The Lean Tech Manifesto that Bernhard wrote with Benoît Charles-Lavauzelle, he explores principles, systems, and tools that lean thinking provides to extend the principles of the agile manifesto. He mentioned some examples:

Value models, obeyas, and value streams, to scale "Customer Collaboration" by ensuring "Value for the Customer"’ becomes the North Star of the whole organization Systematic problem-solving with PDCA and 5S, supported by team leaders and enabled in our digital world by collaboration technology, to scale "individuals and interaction" and transform the organization into a "tech-enabled network of teams" Jidoka, dantotsu, poka-yoke, pull, one-piece-flow and takt time, to implement "right-first-time and just-in-time" and scale "working software" Standards, kaizen, skills matrix and communities of practice, to scale "responding to change" with "building a learning organization"

Bernhard mentioned that they felt that lean thinking didn’t fully explain how some large agile organizations were succeeding. He decided to explore how the Linux open-source project and its community scaled from 1 to 55,000 contributors, where they used technology to address the scaling issues that they faced along the way:

The first scaling crisis happened in 1996, when Linus wrote that he was "buried alive in emails". It was addressed by adopting a more modular architecture, with the introduction of loadable kernel modules, and the creation of the maintainers role, who support the contributors in ensuring that they implement the high standards of quality needed to merge their contributions.

The second scaling crisis lasted from 1998 to 2002, and was finally addressed by the adoption of BitKeeper, later replaced by Git. This distributed the job of merging contributions across the network of maintainers and contributors.

In both cases, technology was used to reduce the amount of dependencies between teams, help contributors keep a high level of autonomy, and make it easy to merge all those contributions back into the main repository, Bernhard said.

Technology can help reduce the need to communicate between teams whenever they have a dependency on another team to get their work done. Typical organizational dependencies, such as when a team relies on another team’s data, can be replaced by self-service APIs using the right technologies and architecture, Bernhard mentioned. This can be extended to more complicated dependencies, such as infrastructure provisioning, as AWS pioneered when they invented EC2, offering self-service APIs to spin up virtual servers, he added.

Another type of dependency is dealing with the challenge of merging contributions made to a similar document, whether it’s an illustration, a text, or source code, Bernhard mentioned. This has been transformed in the last 15 years by real-time collaboration software such as Google Docs and distributed versioning systems such as Git, he said.

Bernhard mentioned that he learned a lot from how the Linux community addressed its scaling issues. And where the first agile methodologies, such as Scrum or XP, focus on a single team of software engineers, lean thinking has been battle-tested at scale for decades in very large organizations, Bernhard said. Anyone trying to scale an agile organization should study lean thinking to benefit from decades of experience on how to lead large organizations while staying true to the spirit of the agile manifesto, he concluded.

About the Author

Rate this article, this content is in the culture & methods topic, related topics:.

• Culture & Methods
• Agile at Scale
• Agile Conferences
• Adopting Agile
• Collaboration

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Job Opening: Regional Lean Manager

Division: Mid-North Project Location(s): Columbus, OH 43085 USA Minimum Years Experience: Travel Involved: Job Type: Regular Job Classification: Experienced Education: Job Family: Construction Compensation: Salaried Exempt Position Description: Lead and support efforts focused on enhancing customer value, nurturing a learning environment, facilitating continuous improvement processes and maximizing project team collaboration through the use of lean principles, tools and mindset. Utilize construction operations experience in demonstrating application of Lean culture, behavior and principles to field and engineering activities performed by Turner Project Teams. Collaborate with Project and Business Unit Leadership to instill these Lean Standards across all projects in the Business Unit. Reports To: Operations Manager / General Manager Has a dotted line report to National Lean Manager Essential Duties & Responsibilities: Directs lean activities for a region within the Business Unit. Implements improvement and innovation projects based on direction from BU Leadership. Works with BU leadership team to establish lean management system and culture Utilizes the Launch Matrix and works with project teams to support a successful project launch Coaches and mentors Project Team Members, Lean Managers and Lean Coordinators and is responsible for their Lean development Coaches leadership regarding lean practices, lean thinking, and problem solving Change agent implementing strategies that develop and strengthen a lean enterprise culture throughout the region in alignment with the regional and company goals and priorities Works daily with project teams in the implementation of the Last Planner System Key member of regional and BU management team providing insight, direction and strategic alignment to the business Supports project teams in using Lean Roadmap as a planning tool to achieve project and company goals Supports development and implementation of local project and BU improvement and innovation initiatives through workshops, training, coaching, etc. to teach and practice lean principles, methods and tools Works with National Lean Manager and other Regional Lean Managers to: Establish standard work for own activities (LPS coaching, Advancing Lean Training, etc). Develop and conduct standard lean training throughout region as well as supporting national training programs on topics such as: Last Planner System, lean problem solving & process improvement, lean leadership & culture Share and learn from improvement efforts Ensure efforts are aligned nationally for consistency across the enterprise May perform other duties as necessary or assigned #LI-MF1 Qualifications: * Working knowledge of construction engineering principles and techniques, field supervision, scheduling, estimating, purchasing, general contract, general conditions, subcontract documents, drawings and specifications and basic understanding of construction accounting procedures * Supervisory and management experience * Knowledgeable of building construction materials, systems, market conditions, trade practices * Ability to read, understand and interpret contract documents, drawings, specifications, scopes of work and project schedule * Able to work with minimal information and quickly develop understanding of project requirements * Apply critical thinking to make sound decisions * Project management of competing demands and meet established deadlines * Able to build relationships across project to facilitate work productivity * Professional verbal and written communication skills * Supervisory and management experience * Bachelor's degree plus a minimum of ten years' rel

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Problem Solving

In a lean transformation or any process improvement effort, identifying and closing gaps between current and target conditions.

In a lean management system, everyone is engaged in problem solving, guided by two key characteristics:

Everything described or claimed in the problem-solving process (the problem itself; the target condition, the direct cause, the root cause) should  be based on verifiable facts, not assumptions and interpretations. The burden of proof on the problem solver is emphasized through questions such as, How do you know that? Did you go to the gemba and grasp the actual condition first hand? How do you know you have agreement to your improvement plan?” 

There is a recognition that problem solving is never-ending, beginning rather than ending when implementation of an improvement plan starts. A plan is viewed as a theory of both what will address the problem’s cause and what it will take to implement a countermeasure to that cause. The implementation process is a learning process to find out what actually will be required to make progress toward the target condition.

See: Plan, Do, Check, Act (PDCA) ; Value-Stream Improvement

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