The use of the A3 management process - Revision history

Rune H at 21:06, 28 February 2021

2021-02-28T21:06:03Z

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	# Follow-up actions		# Follow-up actions

	[[File:A3.jpeg\|right\|thumb\|700px\|'''Figure 1:''' Example of A3 execution sheet. Source: https://~~upload~~.~~wikimedia~~.org/~~wikipedia/commons~~/a/ad/A3_problem_solving_worksheet.jpg]]		[[File:A3.jpeg\|right\|thumb\|700px\|'''Figure 1:''' Example of A3 execution sheet. Source: https://en.wikipedia.org/wiki/A3_problem_solving#/media/File:A3_problem_solving_worksheet.jpg]]
	The idea of the tool is to obtain a detailed understanding of both the problem to be solved and the setting (a machine, a process, an organization or a completely different setting) in which the problem exists. By obtaining a detailed understanding of how the setting functions, it inherently becomes easier to pinpoint what the problem is, where in the setting the problem is located, the potential cause(s) of the problem and finally how to solve the problem. When performing an A3 it is intended to get rid of the problem along with its cause for good, and not only implement solutions that will mitigate the problem leading to a re-appearance in the future.		The idea of the tool is to obtain a detailed understanding of both the problem to be solved and the setting (a machine, a process, an organization or a completely different setting) in which the problem exists. By obtaining a detailed understanding of how the setting functions, it inherently becomes easier to pinpoint what the problem is, where in the setting the problem is located, the potential cause(s) of the problem and finally how to solve the problem. When performing an A3 it is intended to get rid of the problem along with its cause for good, and not only implement solutions that will mitigate the problem leading to a re-appearance in the future.

Rune H at 21:04, 28 February 2021

2021-02-28T21:04:29Z

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			== Annotated Bibliography ==

			*D.K. Sobek, Art Smalley (2008), "Understanding A3 thinking", Productivity press
			- Provides the foundation of the idea of the A3 itself. An author of this book has been with Toyota for many years as an employee, which offers great insight into the thoughts and approach towards the A3 from the creators themselves.

			*Rodrick A. Munro, Govindarajan Ramu, Daniel J. Zrymiak (2015), "The Certified Six Sigma Green Belt Handbook", 2nd Edition, ASQ Quality Press
			- Offers a great and detailed description of the root cause analysis process which is a big part of the A3 and its utilization, along with other project management tools related to lean management.


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	<references/>		<references/>

	== Further ~~Reading~~ ==		== Further reading suggestions ==

	[https://en.wikipedia.org/wiki/PDCA PDCA Wikipedia]		[https://en.wikipedia.org/wiki/PDCA PDCA Wikipedia]

			[https://en.wikipedia.org/wiki/Root_cause_analysis Root cause analysis]

			[https://en.wikipedia.org/wiki/Lean_manufacturing Lean Manufacturing]

Rune H at 20:46, 28 February 2021

2021-02-28T20:46:53Z

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Rune H at 19:53, 21 February 2021

2021-02-21T19:53:02Z

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Rune H at 19:49, 21 February 2021

2021-02-21T19:49:31Z

← Older revision		Revision as of 19:49, 21 February 2021
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	== When can an A3 be used? ==		== When can an A3 be used? ==
			The beauty of the A3 is that everyone with the right approach and alignment on the seven elements of A3 thinking can participate or write an A3. Another reason for the section describing when it cannot be used being displayed first is that it is easier to list when the A3 cannot be used instead of when it can be used. However, the A3 is not a magic tool that will do the work for you. A poorly executed A3 is not much worth, as it is the thinking provided and learnings gained throughout the A3 that creates the value [5].
			Another important perspective is perhaps not so much when an A3 can be used, but perhaps more when an A3 ''should'' be used. An A3 can provide great value when it comes to problems that are complex and need investigation in order to identify the root cause and potential solutions but may bureaucratize problem-solving when it comes to smaller, less complex problems. Therefore, as previously mentioned, assessing whether an A3 is necessary is important, as the tool only can provide value when applied under the right circumstances, such as a complex problem, involving multiple areas of investigation.


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	[4] Munro, Rodrick A., Ramu, Govindarajan, Zrymiak, Daniel J., ''The Certified Six Sigma Green Belt Handbook'', 2nd Edition, ASQ Quality Press, 2015		[4] Munro, Rodrick A., Ramu, Govindarajan, Zrymiak, Daniel J., ''The Certified Six Sigma Green Belt Handbook'', 2nd Edition, ASQ Quality Press, 2015

			[5] Roser, Christoph, ''The A3 Report – Part 3: Limitations and Common Mistakes'', https://www.allaboutlean.com/a3-report-part-3/, 2016, last visited: 2021-02-21

			[6] https://www.lean.org/balle/DisplayObject.cfm?o=3573

	== Further Reading ==		== Further Reading ==

	link to PDCA wiki article or other PDCA material		link to PDCA wiki article or other PDCA material

Rune H at 19:12, 21 February 2021

2021-02-21T19:12:52Z

@@ Line 73: / Line 73: @@
 Even though the A3 is a very general and broad tool that can be utilized almost everywhere using the correct approach, there are limitations. Numerous companies have in their pursuit of success in problem-solving tried to implement the A3 into the company structure, but ended up short compared to the results achieved at Toyota. The probable reason for the failed implementations of the A3 is to be found in the mindset towards the approach of an A3. Companies failing to implement the A3 are often focusing on solutions that show immediate results which often relate more to "fire fighting" than to the actual root-cause. Understanding and following the mindset and approach of an A3 is just a great success factor as the ability to follow and fill out each section. In conclusion, one must first familiarize themself with the A3 thinking, before rushing into the problem-solving process. As formulated by Durward K. Sobek II and Art Smalley, there are seven elements of A3 thinking one should reflect upon before they embark on the actual A3[2]:
-#Logical Thinking process
+===== Logical Thinking process =====
-skriv alle 7 elements op og skriv et tilstrækkeligt stykke tekst til
+Being able to think and approach a problem logically is key when working with the A3. The ability to discern the difference between cause and effect is essential to make qualified decisions. The logical thinking process is embodied by the ability to investigate during the A3 using a mix of discipline and scientific methods.
 == When can an A3 be used? ==
-skriv at det er vigtigt at have et diverst team - gerne så sagen kan ses fra flere forskellige perspektiver

Rune H at 23:22, 20 February 2021

2021-02-20T23:22:31Z

← Older revision		Revision as of 23:22, 20 February 2021
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	The purpose of the background section is to provide the participants with a sufficient amount of background data in relation to why the targeted problem is a problem, and why it is pursued to solve it. It is essential that the background of the problem is tied to a goal of the company [2], as one might find oneself wasting time trying to solve a problem, which might not be perceived as a problem from the company perspective.		The purpose of the background section is to provide the participants with a sufficient amount of background data in relation to why the targeted problem is a problem, and why it is pursued to solve it. It is essential that the background of the problem is tied to a goal of the company [2], as one might find oneself wasting time trying to solve a problem, which might not be perceived as a problem from the company perspective.

	When formulating the background of the problem, it is essential that one considers what kind of audience it is presented to. If the audience is characterised by people who are more detailed and technical, they might be more interested in the technical background data, where an audience consisting of people from management, might be more interested in what costs ~~that~~ are tied to the problem.		When formulating the background of the problem, it is essential that one considers what kind of audience it is presented to. If the audience is characterised by people who are more detailed and technical, they might be more interested in the technical background data, where an audience consisting of people from management, might be more interested in what costs are tied to the problem.

	=== 2. Current condition ===		=== 2. Current condition ===
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	=== 4. Root-cause analysis ===		=== 4. Root-cause analysis ===
	The root-cause analysis is where the problem is finally taken on. As the name indicates, it aims to identify the root-cause of the problem. The common mistake in a root-cause analysis is to solve the problem at a too high level, meaning that the underlying problem is not solved, and the problem will most likely re-appear in the future. A root-cause is the very thing causing the problem, and therefore a good rule-of-thumb is to ask yourself: "If I fix this (the plausible root-cause), is the problem likely to occur again?". A very popular tool for identifying the root-cause is the '''5 why's''' (or the 5 times why).		The root-cause analysis is where the problem is finally taken on. As the name indicates, it aims to identify the root cause of the problem. The common mistake in a root-cause analysis is to solve the problem at a too high level, meaning that the underlying problem is not solved, and the problem will most likely re-appear in the future. A root-cause is the very thing causing the problem, and therefore a good rule-of-thumb is to ask yourself: "If I fix this (the plausible root-cause), is the problem likely to occur again?". A very popular tool for identifying the root cause is the '''5 why's''' (or the 5 times why).
	==== 5 why's ====		==== 5 why's ====
	The 5 why's is essentially a tool to help the applier in tracing down the source of the problem. This is done by stating the overall problem you want to solve, and continuously ask the question "why is this the case?". After having performed the first "why?" a new problem will occur as the source of the first problem, and the same question is then asked: "why is this the case?". Having done this five times, the initial problem is broken down into five levels, each going deeper than the previous, and the root-cause may be identified. However, it is not always the case that the root-cause is identified in the first attempt, and therefore the 5 why's is often beneficial to repeat several times.		The 5 why's is essentially a tool to help the applier in tracing down the source of the problem. This is done by stating the overall problem you want to solve, and continuously ask the question "why is this the case?". After having performed the first "why?" a new problem will occur as the source of the first problem, and the same question is then asked: "why is this the case?". Having done this five times, the initial problem is broken down into five levels, each going deeper than the previous, and the root cause may be identified. However, it is not always the case that the root cause is identified in the first attempt, and therefore the 5 why's is often beneficial to repeat several times.


	Another useful tool to identify the root-cause is the '''Fishbone diagram'''.		Another useful tool to identify the root cause is the '''Fishbone diagram'''.

	==== Fishbone diagram ====		==== Fishbone diagram ====
	The Fishbone diagram (also known as the cause-and-effect diagram) is a tool that states the problem and seeks to identify potential causes to the problem, within separate categories. Typical examples of the categories could be Man, Machine, Material, Method, Process, Suppliers etc. Once the categories are established, the dedicated team performs a brainstorm on what might cause the problem, using the categories as a baseline. Once potential causes ~~has~~ been listed, the most likely ones are investigated and evaluated based on data gathered. Has the root-cause not been found the process starts anew, while utilizing the learnings achieved by the unsuccessful investigation. Alternatively, The Fishbone diagram can advantageously be followed by a 5 why's analysis, as the Fishbone diagram is a broad tool, identifying multiple causes, while the 5 why's is great at providing a deeper understanding of a selected potential cause.[4]		The Fishbone diagram (also known as the cause-and-effect diagram) is a tool that states the problem and seeks to identify potential causes to the problem, within separate categories. Typical examples of the categories could be Man, Machine, Material, Method, Process, Suppliers etc. Once the categories are established, the dedicated team performs a brainstorm on what might cause the problem, using the categories as a baseline. Once potential causes have been listed, the most likely ones are investigated and evaluated based on data gathered. Has the root-cause not been found the process starts anew while utilizing the learnings achieved by the unsuccessful investigation. Alternatively, The Fishbone diagram can advantageously be followed by a 5 why's analysis, as the Fishbone diagram is a broad tool, identifying multiple causes, while the 5 why's is great at providing a deeper understanding of a selected potential cause.[4]

	=== 5. Countermeasures ===		=== 5. Countermeasures ===
	Once the root-cause analysis has been performed and a root-cause has been identified, it is time to introduce countermeasures. Countermeasures seek to eliminate the root-cause of the problem. The countermeasures section on an A3 is usually presented by a list where the countermeasures which have been executed are posted. A countermeasure on the list should contain information on: '''"what is the cause of the problem?"''', '''"how has the countermeasure been investigated or implemented?"''', '''"who is responsible?"''', '''"when was it implemented?"''' and lastly '''"what was the result, or what learnings were achieved?"'''. Included in the list, it should also be clear in what order the countermeasures have been implemented.		Once the root-cause analysis has been performed and a root-cause has been identified, it is time to introduce countermeasures. Countermeasures seek to eliminate the root cause of the problem. The countermeasures section on an A3 is usually presented by a list where the countermeasures which have been executed are posted. A countermeasure on the list should contain information on: '''"what is the cause of the problem?"''', '''"how has the countermeasure been investigated or implemented?"''', '''"who is responsible?"''', '''"when was it implemented?"''' and lastly '''" what was the result, or what learnings were achieved?"'''. Included in the list, it should also be clear in what order the countermeasures have been implemented.

	=== 6. Effect Confirmation ===		=== 6. Effect Confirmation ===
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	=== 7. Follow-up Actions ===		=== 7. Follow-up Actions ===
			The seventh and last section of the A3 is reserved for reflection on the outcome and learnings. An example of a reflection could be if there are any other locations, processes or machines that the outcome of the A3 could also be exploited. Another possibility that is more closely related to the follow-up action headline would be to investigate some of the other potential causes for the problem, or even to dig deeper into the root cause itself. Often it is possible to reach deeper levels of a root-cause than the level you can actually do something about. It may be a supplier who is responsible for levels deeper than the one chosen to act on. Therefore, as a part of the follow-up actions, this may be essential to look further into, as it will probably also create value to the supplier.

			== When can an A3 not be used? ==
			Usually one would find the section describing when the tool can be used before the section describing when it cannot be used. The reason for this is that this section will describe the prerequisite for the utilization of the tool.

			Even though the A3 is a very general and broad tool that can be utilized almost everywhere using the correct approach, there are limitations. Numerous companies have in their pursuit of success in problem-solving tried to implement the A3 into the company structure, but ended up short compared to the results achieved at Toyota. The probable reason for the failed implementations of the A3 is to be found in the mindset towards the approach of an A3. Companies failing to implement the A3 are often focusing on solutions that show immediate results which often relate more to "fire fighting" than to the actual root-cause. Understanding and following the mindset and approach of an A3 is just a great success factor as the ability to follow and fill out each section. In conclusion, one must first familiarize themself with the A3 thinking, before rushing into the problem-solving process. As formulated by Durward K. Sobek II and Art Smalley, there are seven elements of A3 thinking one should reflect upon before they embark on the actual A3[2]:

			#Logical Thinking process
			skriv alle 7 elements op og skriv et tilstrækkeligt stykke tekst til


			== When can an A3 be used? ==
			skriv at det er vigtigt at have et diverst team - gerne så sagen kan ses fra flere forskellige perspektiver

Rune H at 19:43, 20 February 2021

2021-02-20T19:43:39Z

← Older revision		Revision as of 19:43, 20 February 2021
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	=== 1. Background ===		=== 1. Background ===

	The purpose of the background section is to provide the participants with a sufficient amount of background data in relation to why the targeted problem is a problem, and why it is pursued to solve it. It is essential that the background of the problem is tied to a goal of the company [2], as one might find oneself wasting time trying to solve a problem, which might not be perceived as a problem from the company perspective.		The purpose of the background section is to provide the participants with a sufficient amount of background data in relation to why the targeted problem is a problem, and why it is pursued to solve it. It is essential that the background of the problem is tied to a goal of the company [2], as one might find oneself wasting time trying to solve a problem, which might not be perceived as a problem from the company perspective.

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	=== 2. Current condition ===		=== 2. Current condition ===

	Setting up and presenting the current condition is one of the most important steps in the A3. The current condition functions as the baseline, and therefore decisions are often based on what the current condition is stating about the problem. It is therefore important to state the current condition objectively, precise and backed by data. As for the Background section, understanding the composition of the audience is key.		Setting up and presenting the current condition is one of the most important steps in the A3. The current condition functions as the baseline, and therefore decisions are often based on what the current condition is stating about the problem. It is therefore important to state the current condition objectively, precise and backed by data. As for the Background section, understanding the composition of the audience is key.

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	=== 3. Goal ===		=== 3. Goal ===
			Defining a goal of the A3 means that it is established at what time the problem you are trying to solve, will be perceived as "solved". It is important to try and set up the goal as a measurable quantity, as this will make it easier to conclude whether your result is a success or not. Depending on the type of problem, several measurable quantities might be necessary to set up, as the result of achieving the scoped goal might have an undesired, negative impact on other factors. Therefore, it is important that your current condition is well-understood, so the entirety of the problem is grasped and the correct goals can be set up.
	Defining a goal of the A3 means that it is established ~~when~~ the problem you are trying to solve, will be perceived as "solved". It is important to try and set up the goal as a measurable quantity, as this will make it easier to conclude whether your result is a success or not. Depending on the type of problem, several measurable quantities might be necessary to set up, as a result of achieving the scoped goal, might have an undesired, negative impact on other factors. Therefore, it is important that your current condition is well-understood, so the entirety of the problem is grasped and the correct goals can be set up.

	=== 4. Root-cause analysis ===		=== 4. Root-cause analysis ===

	The root-cause analysis is where the problem is finally taken on. As the name indicates, it aims to identify the root-cause of the problem. The common mistake in a root-cause analysis is to solve the problem at a too high level, meaning that the underlying problem is not solved, and the problem will most likely re-appear in the future. A root-cause is the very thing causing the problem, and therefore a good rule-of-thumb is to ask yourself: "If I fix this (the plausible root-cause), is the problem likely to occur again?". A very popular tool for identifying the root-cause is the '''5 why's''' (or the 5 times why).		The root-cause analysis is where the problem is finally taken on. As the name indicates, it aims to identify the root-cause of the problem. The common mistake in a root-cause analysis is to solve the problem at a too high level, meaning that the underlying problem is not solved, and the problem will most likely re-appear in the future. A root-cause is the very thing causing the problem, and therefore a good rule-of-thumb is to ask yourself: "If I fix this (the plausible root-cause), is the problem likely to occur again?". A very popular tool for identifying the root-cause is the '''5 why's''' (or the 5 times why).
	==== 5 why's ====		==== 5 why's ====
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	Another tool to identify the root-cause is the '''Fishbone ~~analysis~~'''.		Another useful tool to identify the root-cause is the '''Fishbone diagram'''.

	==== Fishbone ~~Analysis~~ ====		==== Fishbone diagram ====
	The Fishbone analysis is a tool ~~bla bla bla~~		The Fishbone diagram (also known as the cause-and-effect diagram) is a tool that states the problem and seeks to identify potential causes to the problem, within separate categories. Typical examples of the categories could be Man, Machine, Material, Method, Process, Suppliers etc. Once the categories are established, the dedicated team performs a brainstorm on what might cause the problem, using the categories as a baseline. Once potential causes has been listed, the most likely ones are investigated and evaluated based on data gathered. Has the root-cause not been found the process starts anew, while utilizing the learnings achieved by the unsuccessful investigation. Alternatively, The Fishbone diagram can advantageously be followed by a 5 why's analysis, as the Fishbone diagram is a broad tool, identifying multiple causes, while the 5 why's is great at providing a deeper understanding of a selected potential cause.[4]

	=== 5. Countermeasures ===		=== 5. Countermeasures ===
			Once the root-cause analysis has been performed and a root-cause has been identified, it is time to introduce countermeasures. Countermeasures seek to eliminate the root-cause of the problem. The countermeasures section on an A3 is usually presented by a list where the countermeasures which have been executed are posted. A countermeasure on the list should contain information on: '''"what is the cause of the problem?"''', '''"how has the countermeasure been investigated or implemented?"''', '''"who is responsible?"''', '''"when was it implemented?"''' and lastly '''"what was the result, or what learnings were achieved?"'''. Included in the list, it should also be clear in what order the countermeasures have been implemented.

			=== 6. Effect Confirmation ===
			It is important to measure the impacts of the countermeasures, as this is an indicator of whether your countermeasure is working as intended and reducing the problem or if it is not working as intended and does not provide the intended effect. The Effect Confirmation is the section that makes sure of just that. Often, countermeasures are being implemented but the impact they cause are being neglected. To really confirm that your countermeasures have delivered a successful contribution to your problem, they must be verified by data. For this section, it is important that an effect confirmation plan is prepared, stating how the impacts of the countermeasures are to be measured and who the responsible persons are.

			Should the results of your countermeasures not turn out as you expected; perhaps the countermeasures did not affect the causes they were intended to affect, you might want to initially discuss the reason for this with your established team. Consider going through the A3 from the beginning to the end, and evaluate if the followed steps make sense, or an alternative path might need to be considered. An A3 is an iterative process, and seldom are the specific steps only visited once upon completion.

			=== 7. Follow-up Actions ===




	Once the root-cause analysis has been performed and a root-cause has been identified, it is time to introduce countermeasures. Countermeasures seek to eliminate the root-cause of the problem. It is important to measure the impacts of the countermeasures, as this is an indicator of whether your countermeasure is working as intended and reducing the problem or if it has no impact at all.

	== References ==		== References ==
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	[3] Slootmans, Stijn, ''Project Management and PDSA-Based projects'', Springer International Publishing, 2018		[3] Slootmans, Stijn, ''Project Management and PDSA-Based projects'', Springer International Publishing, 2018

			[4] Munro, Rodrick A., Ramu, Govindarajan, Zrymiak, Daniel J., ''The Certified Six Sigma Green Belt Handbook'', 2nd Edition, ASQ Quality Press, 2015

	== Further Reading ==		== Further Reading ==

	link to PDCA wiki article or other PDCA material		link to PDCA wiki article or other PDCA material

Rune H at 22:34, 18 February 2021

2021-02-18T22:34:58Z

← Older revision		Revision as of 22:34, 18 February 2021
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	==== Fishbone Analysis ====		==== Fishbone Analysis ====
	The Fishbone analysis is a tool bla bla bla		The Fishbone analysis is a tool bla bla bla


	=== 5. Countermeasures ===		=== 5. Countermeasures ===

	Once the root-cause analysis has been performed and a root-cause has been identified, it is time to introduce countermeasures.		Once the root-cause analysis has been performed and a root-cause has been identified, it is time to introduce countermeasures. Countermeasures seek to eliminate the root-cause of the problem. It is important to measure the impacts of the countermeasures, as this is an indicator of whether your countermeasure is working as intended and reducing the problem or if it has no impact at all.


	== References ==		== References ==

Rune H at 22:27, 18 February 2021

2021-02-18T22:27:34Z

← Older revision		Revision as of 22:27, 18 February 2021
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	=== 4. Root-cause analysis ===		=== 4. Root-cause analysis ===

			The root-cause analysis is where the problem is finally taken on. As the name indicates, it aims to identify the root-cause of the problem. The common mistake in a root-cause analysis is to solve the problem at a too high level, meaning that the underlying problem is not solved, and the problem will most likely re-appear in the future. A root-cause is the very thing causing the problem, and therefore a good rule-of-thumb is to ask yourself: "If I fix this (the plausible root-cause), is the problem likely to occur again?". A very popular tool for identifying the root-cause is the '''5 why's''' (or the 5 times why).
			==== 5 why's ====
			The 5 why's is essentially a tool to help the applier in tracing down the source of the problem. This is done by stating the overall problem you want to solve, and continuously ask the question "why is this the case?". After having performed the first "why?" a new problem will occur as the source of the first problem, and the same question is then asked: "why is this the case?". Having done this five times, the initial problem is broken down into five levels, each going deeper than the previous, and the root-cause may be identified. However, it is not always the case that the root-cause is identified in the first attempt, and therefore the 5 why's is often beneficial to repeat several times.


			Another tool to identify the root-cause is the '''Fishbone analysis'''.

			==== Fishbone Analysis ====
			The Fishbone analysis is a tool bla bla bla


			=== 5. Countermeasures ===

			Once the root-cause analysis has been performed and a root-cause has been identified, it is time to introduce countermeasures.