A3 thinking is Lean thinking. An A3 report is a Lean PDCA storyboard. The A3 report is a tool that Toyota uses to propose solutions to problems, give status reports on ongoing projects, and report results of information gathering activity. The term "A3" is derived from the paper size used for the report, which is the metric equivalent to the 11" x 17" paper. The A3 Report is a much simpler alternative to problem-solving teams who find the typical PDCA storyboard too time-consuming to create.
In this training guide, you will learn the steps to proceed from problem identification to resolution in a fashion that fosters learning, collaboration, and personal development. The problem-solving team records the results of investigation and planning in a concise, two-page document (the A3 Report) that facilitates knowledge sharing and collaboration.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts of A3 Report based on the A3 thinking process
2. Gain detailed knowledge on the step by step approach to writing an A3 Report for Problem Solving
3. Gather useful practice tips on the appropriate form and style for A3 Reports
CONTENTS
1. Introduction and Key Concepts of A3 Report
Seven Elements of A3 Thinking
Stages of Ability
What is an A3 Report?
Three Types of A3 Report
A3 Thinking is Based on the PDCA Approach
Typical Flow of a Problem-Solving A3
Typical Flow of a Proposal A3
Typical Flow of a Project Status Review A3
Comparison of Different A3s
When to Use a 50-Page Report
When to Use an A3
Key Points for A3 Report
2. A3 Problem Solving Report: Step-by-step
A3 Report Steps
Problem Solving A3 Report Format
Step 1: Theme
Step 2: Background
Step 3: Current State
Step 4: Goal Statement
Step 5: Root Cause Analysis
Step 6: Countermeasures
Step 7: Check Results
Step 8: Follow Up
3. Form & Style
Form & Style
Adapt the A3 Report to Your Target Audience
Common Pitfalls in A3 Reports
Summary
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Problem Solving Technique -
Step 1: Identify the Problem (1)
Problem identification is the first step in problem solving.
Problems can be identified by reviewing existing key measurements to look for poorly performing processes.
Another way to identify problems is to identify customers (internal or external), their requirements and satisfaction with current process. Whenever you are not sure, always ask your customers!