The A3 report - Revision history

Tkokotas at 12:28, 20 December 2018

2018-12-20T12:28:33Z

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			''Developed by Lise Sjørup Elle''


	The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most commonly the A3 report is used as a tool for problem-solving, communication, knowledge-sharing etc. in organisations. This article will describe the origin of the A3 report as well as the three overall types; the problem-solving A3 report, the proposal A3 report and the status A3 report. A stepwise description of each type of A3 report is provided as well as references for filled in A3 reports. Furthermore this article breaks down the content elements in the different A3 reports and provides the basis for customization to a specific need. Finally it is described how the different A3 reports can be used as tools for solving challenges in program management.		The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most commonly the A3 report is used as a tool for problem-solving, communication, knowledge-sharing etc. in organisations. This article will describe the origin of the A3 report as well as the three overall types; the problem-solving A3 report, the proposal A3 report and the status A3 report. A stepwise description of each type of A3 report is provided as well as references for filled in A3 reports. Furthermore this article breaks down the content elements in the different A3 reports and provides the basis for customization to a specific need. Finally it is described how the different A3 reports can be used as tools for solving challenges in program management.

Tkokotas at 20:09, 23 October 2018

2018-10-23T20:09:27Z

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	[[Category:Lean Management]] [[Category:Project ~~management~~]] [[Category:Program Management]]		[[Category:Lean Management]] [[Category:Project Management]] [[Category:Program Management]]

Tkokotas at 19:50, 23 October 2018

2018-10-23T19:50:34Z

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	[[Category:Lean Management]] [[Category:Project management]] [[Category:Program ~~management~~]]		[[Category:Lean Management]] [[Category:Project management]] [[Category:Program Management]]

Dbdhl at 01:33, 9 December 2014

2014-12-09T01:33:49Z

← Older revision		Revision as of 01:33, 9 December 2014
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	The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most commonly the A3 report is used as a tool for problem-solving, communication, knowledge-sharing etc. in organisations. This article will describe the origin of the A3 report as well as the three overall types; the problem-solving A3 report, the proposal A3 report and the status A3 report. A stepwise description of each type of A3 report is provided as well as references for filled in A3 reports. Furthermore this article breaks down the content elements in the different A3 reports and provides the basis for customization to a specific need. Finally it is described how the different A3 reports can be used as tools for solving challenges in program management.		The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most commonly the A3 report is used as a tool for problem-solving, communication, knowledge-sharing etc. in organisations. This article will describe the origin of the A3 report as well as the three overall types; the problem-solving A3 report, the proposal A3 report and the status A3 report. A stepwise description of each type of A3 report is provided as well as references for filled in A3 reports. Furthermore this article breaks down the content elements in the different A3 reports and provides the basis for customization to a specific need. Finally it is described how the different A3 reports can be used as tools for solving challenges in program management.

			= Introduction =

			[[File:PDCA_f.png\|200px\|thumb\|right\|Figure 1: The PDCA cycle]] The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and has been used since the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is designed around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 report documents the findings from the PDCA cycle but is very flexible to the situation for which it is used to describe and/or analyse.<ref name=(Schwagerman, 2013)> ''Schwagerman III, W. C., & Ulmer, J. M. (2013). The A3 Lean Management and Leadership Thought Process. Journal of Technology, Management & Applied Engineering, 29(4).'' </ref> The A3 describes in principal the chronological story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”.<ref name=(Shook, 2009)> ''Shook, J. (2009). Toyota's secret: the A3 report. MIT Sloan management review, 50(4), 30-33.'' </ref> Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes, aircraft maintenance<ref name=(Schwagerman, 2013) /> as well as construction<ref name=(Ko, 2013)>''Ko, C. H., & Tsai, P. C. (2013). Applying Lean Production A3 to Enhance Construction Work Flow. Life Science Journal, 10(2).'' </ref>.




	~~= Introduction =~~


	[[File:PDCA_f.png\|200px\|thumb\|right\|Figure 1: The PDCA cycle]] The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and has been used since the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is designed around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 report documents the findings from the PDCA cycle but is very flexible to the situation for which it is used to describe and/or analyse.<ref name=(Schwagerman, 2013)> ''Schwagerman III, W. C., & Ulmer, J. M. (2013). The A3 Lean Management and Leadership Thought Process. Journal of Technology, Management & Applied Engineering, 29(4).'' </ref> The A3 describes in principal the chronological story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”.<ref name=(Shook, 2009)> ''Shook, J. (2009). Toyota's secret: the A3 report. MIT Sloan management review, 50(4), 30-33.'' </ref> Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes, aircraft maintenance<ref name=(Schwagerman, 2013) /> as well as construction<ref name=(Ko, 2013)>''Ko, C. H., & Tsai, P. C. (2013). Applying Lean Production A3 to Enhance Construction Work Flow. Life Science Journal, 10(2).'' </ref>.

	= A3 report templates =		= A3 report templates =

Dbdhl: /* Introduction */

2014-12-09T01:33:30Z

Introduction

← Older revision		Revision as of 01:33, 9 December 2014
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	The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most commonly the A3 report is used as a tool for problem-solving, communication, knowledge-sharing etc. in organisations. This article will describe the origin of the A3 report as well as the three overall types; the problem-solving A3 report, the proposal A3 report and the status A3 report. A stepwise description of each type of A3 report is provided as well as references for filled in A3 reports. Furthermore this article breaks down the content elements in the different A3 reports and provides the basis for customization to a specific need. Finally it is described how the different A3 reports can be used as tools for solving challenges in program management.		The A3 report is a widely used LEAN-tool which derives from Toyota's production system. It is used in various industries and has a range of different applications. Most commonly the A3 report is used as a tool for problem-solving, communication, knowledge-sharing etc. in organisations. This article will describe the origin of the A3 report as well as the three overall types; the problem-solving A3 report, the proposal A3 report and the status A3 report. A stepwise description of each type of A3 report is provided as well as references for filled in A3 reports. Furthermore this article breaks down the content elements in the different A3 reports and provides the basis for customization to a specific need. Finally it is described how the different A3 reports can be used as tools for solving challenges in program management.





	= Introduction =		= Introduction =

Dbdhl at 01:33, 9 December 2014

2014-12-09T01:33:16Z

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	= A3 report templates =		= A3 report templates =

	Today the A3 report is a common Lean tool used as a part of Lean management. The A3 report has developed into several variations as specific tools for problem solving, innovating, planning as well as a general thinking within all levels of an organization. This has lead to the A3 report not only being a problem-solving tool but a tool that facilitates the A3-thinking in different ways. Common for the different types of A3 reports is that they follow the PDCA cycle<ref name=(Sobek II, 2011)>''Sobek II, D. K., & Smalley, A. (2011). Understanding A3 thinking: a critical component of Toyota's PDCA management system. CRC Press.'' </ref>. This section provides an overview of the different types of A3’s, recommended content and templates. In general it is recommended to use a high level of facts and figures in a simple way which is easily read and understand<ref name=(Sobek II, 2011) />. The following sections describe stepwise which elements the different A3 reports consist of and what they encounter.		Today the A3 report is a common Lean tool used as a part of Lean management. The A3 report has developed into several variations as specific tools for problem solving, innovating and planning as well as a general thinking within all levels of an organization. This has lead to the A3 report not only being a problem-solving tool but a tool that facilitates the A3-thinking in different ways. Common for the different types of A3 reports is that they follow the PDCA cycle<ref name=(Sobek II, 2011)>''Sobek II, D. K., & Smalley, A. (2011). Understanding A3 thinking: a critical component of Toyota's PDCA management system. CRC Press.'' </ref>. This section provides an overview of the different types of A3’s, recommended content and templates. In general it is recommended to use a high level of facts and figures in a simple way which is easily read and understand<ref name=(Sobek II, 2011) />. The following sections describe stepwise which elements the different A3 reports consist of and what they encounter.

	== The problem-solving A3 report ==		== The problem-solving A3 report ==
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	: '''5. Countermeasures'''		: '''5. Countermeasures'''

	: In this section different countermeasures for hypotheses are described and tested by changing and adjusting different parameters. Testing and exploration of the many different countermeasures creates a :more thought through basis for choosing the best solution. The countermeasures should solve the gap between current state and the desired future state.		: In this section different countermeasures for hypotheses are described and tested by changing and adjusting different parameters. Testing and exploration of the many different countermeasures creates a more thought through basis for choosing the best solution. The countermeasures should solve the gap between current state and the desired future state.

	=== Check ===		=== Check ===
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	: '''6. Effect'''		: '''6. Effect'''

	: Studies the effect of the “Do” phase. It discusses the success and failure of the implemented countermeasures. The “Check” section of the A3-report is in some templates integrated in the “Do” section<ref name=(Shook, 2009) /> and in other templates it is a ~~seperate~~ section<ref name=(Schwagerman, 2013) />.		: Studies the effect of the “Do” phase. It discusses the success and failure of the implemented countermeasures. The “Check” section of the A3-report is in some templates integrated in the “Do” section<ref name=(Shook, 2009) /> and in other templates it is a separate section<ref name=(Schwagerman, 2013) />.

	=== Act ===		=== Act ===
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	=== Focus and application ===		=== Focus and application ===
	Figure 4 shows each content element within the specific type of A3 report. The ~~colorcodes~~ describe which of the phases in the PDCA cycle the element belongs to.		Figure 4 shows each content element within the specific type of A3 report. The color-codes describe which of the phases in the PDCA cycle the element belongs to.

	[[File:Overview_Table_2.png\|500px\|thumb\|left\|Figure 5: Comparison of the classic A3 report contents]]		[[File:Overview_Table_2.png\|500px\|thumb\|left\|Figure 5: Comparison of the classic A3 report contents]]
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	The problem-solving A3 report is the original A3 report and origins from a manufacturing environment. For this reason this type of A3 report has a strong focus on problems related to delivery, productivity, cost and safety<ref name=(Sobek II, 2011) />. This is shown by the root-cause analysis which can be executed in several ways and where the aim is to get to the bottom of the problem. Furthermore there is a strong focus on solving the problem short term with countermeasures as well as long term with follow-up actions. From figure 5 it is seen that the planning phase takes up a great part of the content within the problem-solving A3 report which includes the root-cause analysis. In general the problem-solving A3 is objective, data-driven, focused on finding root-causes and solving them on a short- and long-term basis.		The problem-solving A3 report is the original A3 report and origins from a manufacturing environment. For this reason this type of A3 report has a strong focus on problems related to delivery, productivity, cost and safety<ref name=(Sobek II, 2011) />. This is shown by the root-cause analysis which can be executed in several ways and where the aim is to get to the bottom of the problem. Furthermore there is a strong focus on solving the problem short term with countermeasures as well as long term with follow-up actions. From figure 5 it is seen that the planning phase takes up a great part of the content within the problem-solving A3 report which includes the root-cause analysis. In general the problem-solving A3 is objective, data-driven, focused on finding root-causes and solving them on a short- and long-term basis.

	On the other hand there is the proposal A3 report which ~~adresses~~ opportunities and focuses on improving the current state. This type of A3 often deals with larger investments or use of ~~ressources~~. Therefore a great emphasis is placed on the planning phase which takes up most of the A3 report. The planning phase ~~decribes~~ in detail what can be improved, how the change relates to the strategy of the company, how the improvement should be carried out and what the expected benefits are. It has to convince the receiver that the proposal is a good idea.		On the other hand there is the proposal A3 report which addresses opportunities and focuses on improving the current state. This type of A3 often deals with larger investments or use of resources. Therefore a great emphasis is placed on the planning phase which takes up most of the A3 report. The planning phase describes in detail what can be improved, how the change relates to the strategy of the company, how the improvement should be carried out and what the expected benefits are. It has to convince the receiver that the proposal is a good idea.

	The status A3 report is also based on the PDCA cycle but is another type of tool than the other A3 reports. This type of A3 report effectively communicates the status of a project, actions etc. This is reflected in the A3 content, which only contains four basic elements. It can be used in continuation of the two other A3 reports after actions have been taken. This A3 therefore serves another need than the two A3 reports described previously.		The status A3 report is also based on the PDCA cycle but is another type of tool than the other A3 reports. This type of A3 report effectively communicates the status of a project, actions etc. This is reflected in the A3 content, which only contains four basic elements. It can be used in continuation of the two other A3 reports after actions have been taken. This A3 therefore serves another need than the two A3 reports described previously.

	[[File:A3_application.png\|600px\|thumb\|right\|Figure 6: A3 report applications in projects]]The three types of A3's shouldn't replace each other since they are ~~adressing~~ different aspects and situations within an organization. Figure 6 shows how the three different A3 report templates can be used in various steps of a project. The Problem-solving A3 report can be used to start up a project due to the long-term problem-solving part. This also applies to the proposal A3 report since the proposal is often an improvement that requires a project. The status A3 report can be used as often as desired during a project to provide status updates to stakeholders. The three A3 reports can, however, be combined and customized so they fit the needs of the user and receiver.		[[File:A3_application.png\|600px\|thumb\|right\|Figure 6: A3 report applications in projects]]The three types of A3's shouldn't replace each other since they are addressing different aspects and situations within an organization. Figure 6 shows how the three different A3 report templates can be used in various steps of a project. The Problem-solving A3 report can be used to start up a project due to the long-term problem-solving part. This also applies to the proposal A3 report since the proposal is often an improvement that requires a project. The status A3 report can be used as often as desired during a project to provide status updates to stakeholders. The three A3 reports can, however, be combined and customized so they fit the needs of the user and receiver.

	=== Users and requirements ===		=== Users and requirements ===
	The A3 problem-solving report can be used even with a minimal knowledge of the processes within an organization. It is valuable to have inputs from several people when it comes to this type of A3 report because different angles on how the problem has ~~occured~~ will increase the chance of getting it right and not overlooking important aspects. The proposal A3 report requires employees to have a deeper understanding of the processes within the organization in order to come up with ideas for improvement, relate them to the strategy of the company and evaluate the benefits<ref name=(Sobek II, 2011) />. The status A3 report can be used by anybody who has knowledge of the project at hand and wants to provide an update of it to stakeholders, internal as well as external.		The A3 problem-solving report can be used even with a minimal knowledge of the processes within an organization. It is valuable to have inputs from several people when it comes to this type of A3 report because different angles on how the problem has occurred will increase the chance of getting it right and not overlooking important aspects. The proposal A3 report requires employees to have a deeper understanding of the processes within the organization in order to come up with ideas for improvement, relate them to the strategy of the company and evaluate the benefits<ref name=(Sobek II, 2011) />. The status A3 report can be used by anybody who has knowledge of the project at hand and wants to provide an update of it to stakeholders, internal as well as external.

	= Application examples: project/program management =		= Application examples: project/program management =

	As stated in the ''Discussion and implementation advice'' section the A3 reports can be used in a range of variations and combinations for different purposes. This article will provide an application example by describing how the A3 reports are beneficial in ~~adressing~~ challenges within program management.		As stated in the ''Discussion and implementation advice'' section the A3 reports can be used in a range of variations and combinations for different purposes. This article will provide an application example by describing how the A3 reports are beneficial in addressing challenges within program management.

	Ten overall themes of challenges for managing engineering programs are described in [http://dspace.mit.edu/bitstream/handle/1721.1/70495/Oehmen%20et%20al%202012%20-%20The%20Guide%20to%20Lean%20Enablers%20for%20Managing%20Engineering%20Programs.pdf?sequence=4 the guide to LEAN ENABLERS for MANAGING ENGINEERING PROGRAMS]. The guide describes how Lean enablers based on Lean principles can be used to solve the themes of challenges<ref name=(Oehmen, 2012)> ''Oehmen, J., Oppenheim, B. W., Secor, D., Norman, E., Rebentisch, E., Sopko, J. A., ... & Driessnack, J. (2012). The Guide to Lean Enablers for Managing Engineering Programs.'' </ref>. as an extension this article suggests that the different A3 reports can be used as specific tools to support the process of solving a number of the themes. The A3 reports can, of course, not stand alone and clearly have their limitations but they support the themes in the following ways:		Ten overall themes of challenges for managing engineering programs are described in [http://dspace.mit.edu/bitstream/handle/1721.1/70495/Oehmen%20et%20al%202012%20-%20The%20Guide%20to%20Lean%20Enablers%20for%20Managing%20Engineering%20Programs.pdf?sequence=4 the guide to LEAN ENABLERS for MANAGING ENGINEERING PROGRAMS]. The guide describes how Lean enablers based on Lean principles can be used to solve the themes of challenges<ref name=(Oehmen, 2012)> ''Oehmen, J., Oppenheim, B. W., Secor, D., Norman, E., Rebentisch, E., Sopko, J. A., ... & Driessnack, J. (2012). The Guide to Lean Enablers for Managing Engineering Programs.'' </ref>. as an extension this article suggests that the different A3 reports can be used as specific tools to support the process of solving a number of the themes. The A3 reports can, of course, not stand alone and clearly have their limitations but they support the themes in the following ways:

Dbdhl: /* A3 report templates */

2014-12-09T01:13:56Z

A3 report templates

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	= A3 report templates =		= A3 report templates =

	Today the A3 report is a common ~~LEAN~~ tool used as a part of ~~LEAN~~ management. The A3 report has developed into several variations as specific tools for problem solving, innovating, planning as well as a general thinking within all levels of an organization. This has lead to the A3 report not only being a problem-solving tool but a tool that facilitates the A3-thinking in different ways. Common for the different types of A3 reports is that they follow the PDCA cycle<ref name=(Sobek II, 2011)>''Sobek II, D. K., & Smalley, A. (2011). Understanding A3 thinking: a critical component of Toyota's PDCA management system. CRC Press.'' </ref>. This section provides an overview of the different types of A3’s, recommended content and templates. In general it is recommended to use a high level of facts and figures in a simple way which is easily read and understand<ref name=(Sobek II, 2011) />. The following sections describe stepwise which elements the different A3 reports consist of and what they encounter.		Today the A3 report is a common Lean tool used as a part of Lean management. The A3 report has developed into several variations as specific tools for problem solving, innovating, planning as well as a general thinking within all levels of an organization. This has lead to the A3 report not only being a problem-solving tool but a tool that facilitates the A3-thinking in different ways. Common for the different types of A3 reports is that they follow the PDCA cycle<ref name=(Sobek II, 2011)>''Sobek II, D. K., & Smalley, A. (2011). Understanding A3 thinking: a critical component of Toyota's PDCA management system. CRC Press.'' </ref>. This section provides an overview of the different types of A3’s, recommended content and templates. In general it is recommended to use a high level of facts and figures in a simple way which is easily read and understand<ref name=(Sobek II, 2011) />. The following sections describe stepwise which elements the different A3 reports consist of and what they encounter.

	== The problem-solving A3 report ==		== The problem-solving A3 report ==

Dbdhl: /* Introduction */

2014-12-09T01:12:31Z

Introduction

← Older revision		Revision as of 01:12, 9 December 2014
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	[[File:PDCA_f.png\|200px\|thumb\|right\|Figure 1: The PDCA cycle]] The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and has been used since the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is designed around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 report documents the findings from the PDCA cycle but is very flexible to the situation for which it is used to describe and/or analyse.<ref name=(Schwagerman, 2013)> ''Schwagerman III, W. C., & Ulmer, J. M. (2013). The A3 Lean Management and Leadership Thought Process. Journal of Technology, Management & Applied Engineering, 29(4).'' </ref> The A3 describes in principal the ~~chronologically~~ story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”.<ref name=(Shook, 2009)> ''Shook, J. (2009). Toyota's secret: the A3 report. MIT Sloan management review, 50(4), 30-33.'' </ref> Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes, aircraft maintenance<ref name=(Schwagerman, 2013) /> as well as construction<ref name=(Ko, 2013)>''Ko, C. H., & Tsai, P. C. (2013). Applying Lean Production A3 to Enhance Construction Work Flow. Life Science Journal, 10(2).'' </ref>.		[[File:PDCA_f.png\|200px\|thumb\|right\|Figure 1: The PDCA cycle]] The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and has been used since the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is designed around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 report documents the findings from the PDCA cycle but is very flexible to the situation for which it is used to describe and/or analyse.<ref name=(Schwagerman, 2013)> ''Schwagerman III, W. C., & Ulmer, J. M. (2013). The A3 Lean Management and Leadership Thought Process. Journal of Technology, Management & Applied Engineering, 29(4).'' </ref> The A3 describes in principal the chronological story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”.<ref name=(Shook, 2009)> ''Shook, J. (2009). Toyota's secret: the A3 report. MIT Sloan management review, 50(4), 30-33.'' </ref> Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes, aircraft maintenance<ref name=(Schwagerman, 2013) /> as well as construction<ref name=(Ko, 2013)>''Ko, C. H., & Tsai, P. C. (2013). Applying Lean Production A3 to Enhance Construction Work Flow. Life Science Journal, 10(2).'' </ref>.

	= A3 report templates =		= A3 report templates =

Dbdhl: /* Introduction */

2014-12-09T01:11:57Z

Introduction

← Older revision		Revision as of 01:11, 9 December 2014
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	[[File:PDCA_f.png\|200px\|thumb\|right\|Figure 1: The PDCA cycle]] The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and has been used since the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is designed around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 report documents the findings from the PDCA cycle but is very flexible to the situation for which it is used to describe and/or ~~analyze~~.<ref name=(Schwagerman, 2013)> ''Schwagerman III, W. C., & Ulmer, J. M. (2013). The A3 Lean Management and Leadership Thought Process. Journal of Technology, Management & Applied Engineering, 29(4).'' </ref> The A3 describes in principal the chronologically story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”.<ref name=(Shook, 2009)> ''Shook, J. (2009). Toyota's secret: the A3 report. MIT Sloan management review, 50(4), 30-33.'' </ref> Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes, aircraft maintenance<ref name=(Schwagerman, 2013) /> as well as construction<ref name=(Ko, 2013)>''Ko, C. H., & Tsai, P. C. (2013). Applying Lean Production A3 to Enhance Construction Work Flow. Life Science Journal, 10(2).'' </ref>.		[[File:PDCA_f.png\|200px\|thumb\|right\|Figure 1: The PDCA cycle]] The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and has been used since the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is designed around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 report documents the findings from the PDCA cycle but is very flexible to the situation for which it is used to describe and/or analyse.<ref name=(Schwagerman, 2013)> ''Schwagerman III, W. C., & Ulmer, J. M. (2013). The A3 Lean Management and Leadership Thought Process. Journal of Technology, Management & Applied Engineering, 29(4).'' </ref> The A3 describes in principal the chronologically story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”.<ref name=(Shook, 2009)> ''Shook, J. (2009). Toyota's secret: the A3 report. MIT Sloan management review, 50(4), 30-33.'' </ref> Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes, aircraft maintenance<ref name=(Schwagerman, 2013) /> as well as construction<ref name=(Ko, 2013)>''Ko, C. H., & Tsai, P. C. (2013). Applying Lean Production A3 to Enhance Construction Work Flow. Life Science Journal, 10(2).'' </ref>.

	= A3 report templates =		= A3 report templates =

Dbdhl: /* Introduction */

2014-12-09T01:10:42Z

Introduction

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	[[File:PDCA_f.png\|200px\|thumb\|right\|Figure 1: The PDCA cycle]] The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and has been used since the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is ~~evolved~~ around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 report documents the findings from the PDCA cycle but is very flexible to the situation for which it is used to describe and/or analyze.<ref name=(Schwagerman, 2013)> ''Schwagerman III, W. C., & Ulmer, J. M. (2013). The A3 Lean Management and Leadership Thought Process. Journal of Technology, Management & Applied Engineering, 29(4).'' </ref> The A3 describes in principal the chronologically story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”.<ref name=(Shook, 2009)> ''Shook, J. (2009). Toyota's secret: the A3 report. MIT Sloan management review, 50(4), 30-33.'' </ref> Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes, aircraft maintenance<ref name=(Schwagerman, 2013) /> as well as construction<ref name=(Ko, 2013)>''Ko, C. H., & Tsai, P. C. (2013). Applying Lean Production A3 to Enhance Construction Work Flow. Life Science Journal, 10(2).'' </ref>.		[[File:PDCA_f.png\|200px\|thumb\|right\|Figure 1: The PDCA cycle]] The name of the "A3 report" refers to the standard size A3-paper on which it fits. The idea behind the tool was developed by Toyota and has been used since the 1960’s. It became a part of the Toyota Production System as a standard for problem solving, proposals, plans and status reviews. The A3 report is designed around a Plan-Do-Check-Act (PDCA) cycle developed by Walter Shewhart. The PDCA system is a way of continuously improving and managing an organization in a systematic way. The A3 report documents the findings from the PDCA cycle but is very flexible to the situation for which it is used to describe and/or analyze.<ref name=(Schwagerman, 2013)> ''Schwagerman III, W. C., & Ulmer, J. M. (2013). The A3 Lean Management and Leadership Thought Process. Journal of Technology, Management & Applied Engineering, 29(4).'' </ref> The A3 describes in principal the chronologically story of the PDCA in one or more A3’s by step wise going through the different stages of the PDCA. For this reason the A3 report has been referred to as “Standardised storytelling”.<ref name=(Shook, 2009)> ''Shook, J. (2009). Toyota's secret: the A3 report. MIT Sloan management review, 50(4), 30-33.'' </ref> Even though the tool origins and is widely used in manufacturing, it has been applied successfully in a range of industries such as healthcare, for educational purposes, aircraft maintenance<ref name=(Schwagerman, 2013) /> as well as construction<ref name=(Ko, 2013)>''Ko, C. H., & Tsai, P. C. (2013). Applying Lean Production A3 to Enhance Construction Work Flow. Life Science Journal, 10(2).'' </ref>.








	= A3 report templates =		= A3 report templates =